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 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

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to the Working on Purpose Program.
Thanks for tuning again this week. I'm

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your host, doctor Relie Cortes,
joining you live from Dallas, which is

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home based for me. If you
don't know me yet, I'm a management

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consultant specializing in meaning and purpose,
organizational autotherapist, inspirational speaker, social scientist,

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

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to throw to the culture and operations. We work with forward thinking or forward

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

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to work and do their best.
And we provide programs like the Grab Your

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gusta that enable individual team members to
discover and unleash their passionate purpose at work

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

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and now we can work together at
eliscortes dot com. With us today is

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Katherine Matiski, and leading global business
educator and author with thirty years of experience

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across industries including banking, insurance,
pharmaceutical, biotechnology and retail. She's the

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founder of TPC, the performance company
and international training and consulting organization that has

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worked with Fortune one hundred companies around
the world. She's the author of more

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than thirty books and the one we'll
be talking about today is Leading Virtual Teams

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Managing from a Distance during the Coronavirus. We'll be talking about her perspective on

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what's happening in the world of business
today and how leaders and the workforce need

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to evolve their skills to be productive
and connected in today's virtual world. She

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joined us today from Melbourne, Australia, where it's the next day for her

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in the morning and the evening for
me the previous day. She's sixteen hours

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ahead. Catherine, I hearty,
welcome to working on purpose. Thanks for

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having me. It's delightful. I'm
so grateful that you were willing to be

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caught. We have to tell the
listeners and viewers of just how we met.

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It's a fun story. So I
have a client here in Dallas,

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Catherine, and she's really quite resistant
to the notion of virtual teams and has

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had a really hard time with it
during the pandemic. And she knows that

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I host this radio show, and
she knows I'm a voracious reader and she's

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not. So she picked up your
gorgeous book here, this one leading Virtual

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Teams, and she said, Elise, read this book, tell me what

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it says. So I did.
I read the book, and then of

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course I promptly reached out to you
and your team and I said, I

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think you should come on my show. And that is how we met.

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And she knows that we're speaking today. So thank you for being willing to

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say yes. So what did you
say to her after you read it?

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Did you go back to her?
I said, they told her. I

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told her, I said, there's
all kinds of amazing things in here.

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One you have to read the book. Let's get something for all of the

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team members. So we're doing that, so socializing your work to the team

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that way as well. So yes, well that'll be interesting to see what

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happens. Yes, you know,
because that's one of those examples of somebody

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who really doesn't really has been very
reticent to adopt a virtual or remote model,

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doesn't believe that it works. Well, you know, there's some trust

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in there, which we're going to
talk about a little bit later, so

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you know, but in order for
her to be really competitive and viable in

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today's workforce, it's kind of a
necessary thing. So very glad we met.

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Yeah, absolutely, And there's a
lot of people that are still hesitant.

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And you know, when I wrote
the book, which was right at

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the beginning of the pandemic, I
expected people to be hesitant because it was

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new. It's a new thing for
a lot of people. Fast forward to

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now, it's amazing how people still
haven't kind of come to grips with it,

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even though we've been doing it for
a long time. So I would

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have thought that people would have made
that shift, But there's so many people

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that are still hestant, which is
like the person that you've been working with

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mm hmm. Yeah. And so
what I'm seeing Catherine with some of the

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clients that I'm working with is they
want people to come back to the office.

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But a lot of people have said, gosh, my life works better

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when I work at least a few
days remotely. And so it's really interesting.

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All the more reasons that I had
to have you on, Catherine,

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because the show is really about creating
workplaces where people actually want to come to

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work and do their best. So
this has become quite an interesting trend to

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pay attention to. And to the
point that I really appreciate about your book

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is you really really give some real
meat in your book about what does a

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leader need to develop herself for himself
to be able to lead effectively in this

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kind of a virtual world, and
what does the team need to do.

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So really kudos Katherine. Clearly you
are an educator, There's no doubt about

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it. I'm convinced it's beautiful.
I think the key thing that you said

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there was where people want to come
to work to do their best. And

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I think in the you know,
in the old days, which was pre

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

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getting on a train, getting on
a bus, getting a new car,

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getting on a bike and coming to
work, and work was a place of

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geography. The pandemic has taught so
many business owners that now geography is not

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actually in the game. Coming to
work doesn't mean having to shift your body

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from one geography to another. And
there's a lot of people that are stuck

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in that because when we take that
apart, the old way was you need

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to show up by eight thirty in
the morning that I know you're at work,

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And now at eight thirty in the
morning, as a leader, I

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don't really know whether you're doing the
washing, or working, or watching TV

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or just sleeping. I don't really
know. That accountability piece has shifted from

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the clock and geography to individuals,
and I think that's challenging for a lot

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

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kind of transitioning now back into the
office or some hybrid or virtual model.

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Which is why your work is so
important, captin because you really are teaching

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the delta of what people need to
learn and adopt in order to be successful

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and fruitful in that kind of new
environment. And I don't know if you

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saw this or not, but I'm
sure you did based on the work that

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you do. But when the Great
Resignation started to become a surface deal,

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and of course with the professor,
one of the professors, or the professor

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that had sort of forecast that said
that this is phenomenon is going to happen,

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and it's going to illustrate how unnatural
it is that we do our work

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today just what you said, getting
yourself into a car, into a train

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or whatever to get yourself to an
office, substance away, et cetera.

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And I'm as a social scientist,
I'm fascinated to understand how this will continue

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to evolve our society and the way
that we do our work. I think

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a lot of people are making a
lot of individual decisions now, and that's

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really underpinning the Great Resignation because they're
saying, you want me to do what

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you want me to go back to
the office. Oh no, my life

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is sweet here. I now have
all this extra time that I'm not in

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

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my life and things about them that
I care. And so that personal piece

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has now become a part of work
that was potentially not a part because that

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

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

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bill or do whatever you needed to
do. Not that that happens anymore because

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everything's done online, but at lunchtime
was your personal piece. But now that

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

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

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it's a whole different way of working. And I think the worst thing that

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senior leaders and business owners can do
is to force people what they consider back

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

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time strategy to move forward. I'm
not going back to work. It's like,

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what does the new workplace look like? Let's move there, because then

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we can collaborate with people and say, Okay, what do you care about?

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Some people really care about the water
cooler chats, having coffee with their

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friends at work, having coffee with
their team. And some people couldn't get

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less. They go the last thing
I want to do is have lunch with

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my team, because maybe I don't
like them, maybe I just don't need

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to do that. Whatever it is. It's about moving forward to craft a

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new workplace, and that new workplace
for some organizations will belus and for others,

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they'll always long for the back to
work. They'll always long for that.

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And I was talking to a group
of CEOs the other day and one

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of the things that one of the
CEOs said was, and this is kind

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of the bottom. He said,
workplace culture is only let me get this

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right. Workplace culture is only possible
when you are in the office. Well,

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I wanted to melt and I want
Well, that's not really what I

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wanted to do. I wanted to
explode. Actually, because having written that

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book of leading Virtual Teams that simply
came from a place of I've been running

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my business virtually since two thousand and
six, before all of the technology was

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in there. I said, you
know what, I don't need to have

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groups of people in offices. I
don't need that. Let's do this differently.

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And it has become my greatest,
unique selling point of my business.

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It is the secret source to my
business because I have people around the world.

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That means we operate twenty four hours
a day. That means we can

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do projects three times as quick as
someone with an office. Oh my goodness,

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well it's amazing. I just got
that right. So if you have

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a twenty four hour team, think
of project timelines, think of productivity,

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think of efficiency. That's the world
that I live in. So me here

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in this CEO say you can't have
corporate culture unless people are in the office

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having coffee around the water cooler.
I just wanted to explode. And the

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reason why he thought that was because
he values face to face in person,

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same geography conversations. For me,
as a business owner, I value face

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to face conversations, but they don't
have to be in the same room.

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I've spent my whole day on Zoo. I spend my day on Slack with

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my team and we chat like a
thousand messages a day. We have a

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culture. A culture is just a
group of people coming together and doing stuff.

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Right. So culture just is there. Whether it's good or bad,

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or optimal or not, it's just
there. It forms in any group of

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people, family, friends, work, whatever it is. And we have

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a culture that is virtual. It
doesn't make us say, well, I'm

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not going to talk to my team
for three months because they're they're in Europe

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or they're in America. Or they're
somewhere else. There's no us in them.

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It's just us together. So it
is a big change for many people

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who have got on their train,
got on their bus, got in their

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car, driven to work, clocked
in, clocked a D. And unless

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you are making physical stuff, in
manufacturing or distributing physical stuff like Amazon,

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Walmart, whatever, then I would
question. If your business is an office

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where people are coming to a space
but not actually manufacturing anything or doing anything

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physical, then I would question why
do you need that office. I think

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the point you just made, they're
about twenty four to seven, you know,

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productivity I founds and get just a
few CEOs and a few chief operating

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

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was gold right there. But let's
get a little bit deep around this matter.

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At Catherine, you have a very
interesting fantage 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 written

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about it. You know, people
are boord 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 leveler of the pandemic. But

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you 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, well, my
goal is to be, you know,

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

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

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they sit back and they go,
you know what, this is what i'd

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

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

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

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

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we were like little you know,
axe workers in forests, chopping down trees,

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

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was blunt or whether it was sharp. We didn't know if we were in

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the right forest. We didn't know
if that was the right tree. We

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were just doing the doing, the
doing, the doing, And that's how

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many people were kind of on this
run of life, just doing, doing,

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

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you stop, and all of a
sudden Netflix becomes incredibly appealing, and you

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go, so what am I doing? I go to work at home,

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I'm still at home. I look
at my family, I look at my

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husband, my partner, my wife. Wow, that's pretty dull. What

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about me? Right? And I
think that if you really bring it back,

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that great resignation is the what about
me? And that's why people are

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making the shift. You know,
I can earn more money, I can

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do this, I can do that, I can have a bit more what

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we used to call balance. But
it comes from that place. And if

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employers are not on that bus of
that wavelength, wow, what a missed

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opportunity. Because then you end up
employing, you know, into roles with

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people who don't quite fit or who
are not quite skilled enough. Your training

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budget goes through the roof, and
then you're getting this substandard labor in or

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you have to hire at such a
higher price because you are doing that,

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and then you say, wow,
my business can't sustain that. So listening

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to what's going on and reading the
tea leaves has got to be the new

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skill for business leaders, well said
Catherine. Perfect way to take us into

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our first break as well. I'm
your host, doctor Relea's Cortes. We

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were on the air with Katherine Mattiski. She's a leading global business educator and

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author with thirty years of experience across
industries including banking, insurance, pharmaceutical,

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biotechnology, and retail. She's the
founder of TPC The Performance Company, an

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international training and consulting organization that has
worked with Fortune one hundred companies around the

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world. We've been talking a bit
about her perspective of what's happening with the

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world of work and virtual virtual virtual
work. After the break, we're going

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to talk more about her perspective on
how the new world requires managers and team

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members to elevate their skills in virtual
work environment. Stay with us, We'll

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be right back. Doctor Release Cortez
is a management consultant specializing in meaning and

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purpose and inspirational speaker and author.
She helps companies visioneer for greater purpose among

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stakeholders and develop purpose inspired leadership and
meaning infused cultures that elevate fulfillment, performance,

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and commitment within the workforce. To
learn more or to invite Elise to

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speak to your organization, please visit
her at Eleasecortes dot com. Let's talk

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about how to get your employees working
on purpose. This is working on Purpose

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

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Alise, send an email to Alise
Alise at Elisecortes dot com. Now back

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to working on Purpose. Thanks for
staying with us. Before we get back

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to in the program, let me
invite you to check out the book that

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I wrote some time ago, Purpose
Ignited. How Inspiring Leaders ignite passionate eleva

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cause. It's on Amazon. I
wrote the book to awaken readers to their

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passion and their purpose and turn them
into inspirational leaders that can actually create a

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workplace where people actually want to come
to work and do their best. It's

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also what I use to do my
Widely Inspired Leadership program as well as the

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Grab Your Gusto programs. If you're
just during the program today. My guest

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is Katherine Matiski. She's a leading
global business educator and author with thirty years

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of experience across industries including banking,
insurance, pharmaceutical, biotechnology, in retail.

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She's also the author of Leading Virtual
Teams, which we're talking about today.

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So from here, Catherine, I
want to talk more about that sort

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of this new world that we find
ourselves and what you sort of reference before.

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And I really get this idea that
we've been whether we knew it or

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not, we've been kicked upstairs,
right we have. It's a whole new

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realm out there. And to be
successful and I think really also fulfilled,

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we need to be able to learn
new skills as team members as well as

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leaders. And I love by the
way that you fast tracked this book to

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be able to serve more people during
the pandemic. That's so commendable. So

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your perspective on being kicked upstairs,
think about that, well. I think

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that for many people the geography of
the local workplace, which is you know,

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everyone together, enables people to walk
past each other, acknowledge them and

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

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and think that that's connection. When
you move to a virtual or a hybrid

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environment, I think the first thing
to do to you know, maybe look

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in the mirror and say, how
do I connect to my team, to

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my peers and to senior leaders,
and really analyze that as the first step,

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because I talk to so many people
and they say. One person said

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to me, I haven't heard from
my manager in two months, not an

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email, nothing, And someone else
said to me that their team members emailed

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them and said, while we're working
from home, is it your expectation that

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we should still work on projects and
do we still have to meet those original

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deadlines or is all of that on
hold? So those kind of basic frameworks

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need to be in place, and
the first thing is connect with people.

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Forget about everything else. It's just
like, maybe have a coffee, a

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virtual coffee with people on your team
with no agenda, just chat. And

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so the whole notion of the virtual
workplace, it's very easy to lose the

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connection so I think that's the first
piece of it. You have a piece

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that really comes to my mind that
I am hearing from some of the clients

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that I've been working with here.
It's what I like to call the elephant

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in the room, and you alluded
to it in the very beginning of the

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show, Catherine, is that I
think that for many leaders there's a concert

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of well, if I can't see
you, how can I trust that you're

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actually doing work and that you're not
actually out in the backyard playing with your

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kids, or are more in your
line or whatever you're doing. And that

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seems to be a real issue for
leaders to grapple with. Yes, a

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document there. Yeah, Well,
I was working with the CEO and she

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said, I want all my people
back to work. And she said the

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reason for it was that she had
a manufacturing facility, she had a distribution

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facility, and an office facility.
And she said, it's not fair for

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the office people to stay at home
while the manufacturing and the distribution people had

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to come back into their workplaces.
And I said, why is that not

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fair? And after about fifteen minutes
of me asking very high impact questions to

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her, she sat back and she
said, I don't trust them, and

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I said, okay, let's talk
about that. So you trust them when

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they're in the office. Their body
might be there, but their mind is

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goodness knows where, but you don't
trust them when they're at home. So

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it's around a few things. Firstly, it's around the people themselves. What

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is it about those people that you
don't trust? Let's call it what it

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is. And where did that not
that lack of trust not come from.

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So generally, if I think of
the trust bank account, you know,

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it gets credited when people do what
they say they're going to do, they

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are consistent and with their commitments and
so on and so forth, and it

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gets debited when they say, yes, i'll get that to you at least

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by Tuesday, and it comes in
Thursday or on Thursday, you say,

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hey, Catherine, where is it
that trust account gets de So it's coming

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back to the root cause of why
don't you trust them? Is it because

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people have been late to zoom calls
and then they say, oh, I

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had to get the kids doing this, or I had to I was doing

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washing or whatever I was doing.
That trust account has gone down. So

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it's how to remedy that. So
that's the first thing to kind of let's

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call it what it is. And
so if it's the trust issue, let's

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work on that. If it's a
system's issue, which it may be because

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maybe people don't have the systems really
in place to do that, let's let's

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do something about that. What is
the technology that supports people? You know,

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simple things like we have a problem
in my company around version control,

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and it's like someone will put something
onto the server and then someone else is

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doing something else and then all of
a sudden there's a version clash. And

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so over the many years that we've
been working in virtual we're all the version

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police. It's like, I don't
care if it's version thirty two, but

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just make sure the next one's version
thirty three. You know, the systems

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and processes and ways of working in
place, so that could be the issue

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as well. Find out what the
issue is and don't be afraid of the

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issue. The issue is just the
issue. You know, if you weren't

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making sales or the marketing wasn't working, you dig deep into it. But

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because this is a people issue,
people go, WHOA, I can't go

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there, you know, oh,
I might get in trouble. It might

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end up being a diversity equity inclusion
of belonging issue, and I don't want

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that, you know. So it's
like there's a bit of fear around it

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because you're dealing with people, and
so it's really getting underneath that and then

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saying to people, like for me, I say in our interviews, I

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say I don't care when you work
in the day, and people go,

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oh, yes, you do,
Caterine, I go, actually, no,

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I don't. If you want to
go shopping for the afternoon and you're

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projects allow you to do that,
like miss a deadline, and that's it

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in our company. But if your
projects allow you to have half a day

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off for shopping and then you want
to come back and work from seven pm

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until eleven pm, knock yourself out. We're adults. I don't need to

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be doing adult daycare from a certain
time to a certain time. That's not

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what my business is about. My
business is about how can we be more

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productive, And because we're working globally, it's very often like I have a

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team member who just sent me a
Slack message now saying I'm now sleeping,

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I'll see you at four thirty am
her time. But then tomorrow she might

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work four thirty am until twelve noon
or four point thirty until eight and have

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a break or go for a walk. I seriously don't care. I really

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And people go, oh, you
must care. I actually don't. It's

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just the clock to me doesn't matter
if her projects were behind and late.

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Wow, I really care then,
But you know, let's treat people as

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adults. Mm hmm. Yeah.
And I think what you've done masterfully,

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Catherine, is you've disassociated from that
traditional mechanism of the clock and in order

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to produce better results. And so
what's come to me, Catherine in this

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is I know a lot of people
who have made very big, successful careers

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that I'm consulting for the big now
four right, and it cursed me.

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That's a very that's it. That's
they've got a system for that. They

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plug you into the system, and
I don't care where you're working from,

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You're going to be successful because they
know how to do it. The rest

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of us out in the world,
you know, haven't really quite been exposed

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to that are the ones that are
publicly struggling the most. And so that's

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where I think your work is so
so important, because you teach in your

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book both how to Lead Better with
more accountability and a systems kind of approach,

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and your checklists are fantastic for new
leaders. What do they need to

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do? And you really talk about
that importance of you know, strong communication

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and connection, especially higher touch as
well, but also what did the tea

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members need to do to demonstrate their
competency and be successful? I think that's

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it's tremendous. And these are different
skills. There are more highly attuned skills

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that you talk about in your book, and you mentioned communication and everything comes

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back to that. But what does
that look like? And so how do

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we communicate, especially in a virtual
environment, and not only with each other

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

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

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me, No longer our sales associates
going out to visit clients like that's the

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old world. How are they managing
those client relationships? How has projects being

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

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

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core level, how they learn,
That's where it comes from. 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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00:29:00.240 --> 00:29:03.839
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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00:29:23.759 --> 00:29:26.319
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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00:29:30.759 --> 00:29:36.799
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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00:29:41.720 --> 00:29:45.640
afraid of. She hears the horror
stories about this kind of thing. So

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

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00:29:48.559 --> 00:29:52.720
cover to cover it. But would
you say, well, it's part of

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my education, That's why I do
this, right, But would you just

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say a few more competencies for our
listeners and viewers? What to leaders need

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00:29:59.400 --> 00:30:03.240
beyond that that communication? What else? Are you just a couple of other

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competencies that you talk about in the
book that you think are worth mentioning here.

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I'm super practical. I'm Australian.
What you say it how it is

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00:30:10.279 --> 00:30:15.079
right? There's no flock and no
we call it fathing in Australia. I

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00:30:15.079 --> 00:30:18.680
don't even know how to spelled that. I think it's like phafing, no

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00:30:18.799 --> 00:30:23.319
fapthing. Right. There's a few
things you can do immediately today. Have

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00:30:23.400 --> 00:30:26.640
a look at your calendar and have
a look at when you're meeting with your

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

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00:30:33.000 --> 00:30:37.880
meeting ten minutes before and be the
first person on the zoom call, not

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00:30:38.039 --> 00:30:42.200
the last, the first, and
you get there and you can still be

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00:30:42.240 --> 00:30:45.079
doing your emails in the background or
working. But as soon as that person,

404
00:30:45.279 --> 00:30:51.680
the first person arrives, you're on. Now that person might arrive at

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00:30:51.799 --> 00:30:55.680
nine minutes to the hour when the
meeting is supposed to start. If that

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00:30:55.720 --> 00:31:00.079
person is the only person there for
that nine minutes, you chat. How

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00:31:00.160 --> 00:31:06.519
are you simply asking that question looking
into the camera to that person and saying,

408
00:31:07.279 --> 00:31:15.640
Elise, how are you and stop
talking and just listen and things will

409
00:31:15.640 --> 00:31:18.720
come out, and then say how
are you going with that project? Or

410
00:31:18.759 --> 00:31:22.640
how I know you've been juggling family
stuff, how's that going for you?

411
00:31:23.079 --> 00:31:26.960
Or I know you've got a sick
pairent, how's that going for you?

412
00:31:26.599 --> 00:31:32.440
Actually connect and talk to them as
human beings. What I see happening is

413
00:31:32.519 --> 00:31:37.000
leaders come into the meeting on time, maybe late, and then it's like

414
00:31:37.119 --> 00:31:41.839
bang into the agenda. There's no
water cooler time that we used to have.

415
00:31:42.200 --> 00:31:47.599
The water cooler time happens before or
it might be saying at the end

416
00:31:47.599 --> 00:31:49.680
of the meeting, hey, lis
can you stay back? Yep, sure,

417
00:31:51.000 --> 00:31:52.759
I don't have another meeting to go
to, don't book back to back

418
00:31:52.799 --> 00:31:59.400
to back meetings. That's number one. So just managing that piece instantly ups

419
00:31:59.480 --> 00:32:04.480
the connection, the human capacity,
the finding out what's really going on with

420
00:32:04.559 --> 00:32:08.720
your people, all of those good
things that you're not going to find when

421
00:32:08.759 --> 00:32:14.359
you bring them together. The second
thing is is when you go into a

422
00:32:14.400 --> 00:32:17.640
meeting room, you can see people. And I had a client the other

423
00:32:17.720 --> 00:32:22.160
day saying, you know, he
said, I see you on Zoom much

424
00:32:22.200 --> 00:32:24.640
more than I see anybody else.
I go, what are you talking about?

425
00:32:24.640 --> 00:32:28.000
Do you not have Zoom calls?
And she said, yeah, but

426
00:32:28.039 --> 00:32:30.839
none of my entire company don't turn
their camera on. And it's like,

427
00:32:31.799 --> 00:32:37.880
well, okay, So I know
that I'm not a supermodel, and I'm

428
00:32:37.920 --> 00:32:42.440
okay with that, but I also
know that when I go into a meeting,

429
00:32:42.680 --> 00:32:45.880
this is how I look and people
can see me. And so the

430
00:32:46.000 --> 00:32:50.599
first thing is cameras on everything.
If people don't have cameras by them,

431
00:32:50.680 --> 00:32:52.920
you know, if people don't have
screens by them, whatever, they need

432
00:32:53.400 --> 00:32:59.319
to set that up. These are
such simple things. The other things that

433
00:32:59.359 --> 00:33:04.799
I think leaders can do is to
really invoke a growth mindset, you know,

434
00:33:04.920 --> 00:33:10.319
and that looks like showing up.
You Stop being grumpy, stop being

435
00:33:10.839 --> 00:33:15.160
miserable, stop being negative, get
in there and go, Okay, we've

436
00:33:15.160 --> 00:33:21.119
got a problem. I've got six
smart people on the line here, every

437
00:33:21.200 --> 00:33:23.039
one of you. I want to
take a minute. Just take a minute

438
00:33:23.079 --> 00:33:28.440
now and write down what you think
your solutions could be to this problem,

439
00:33:28.799 --> 00:33:32.680
what could be the possibilities. Let's
get in here together and do it together.

440
00:33:34.119 --> 00:33:37.440
Like no silent people on the call, no stand by people do they're

441
00:33:37.480 --> 00:33:44.680
just sitting there going oh here.
Just forget the grumpy get in there and

442
00:33:44.920 --> 00:33:49.680
be excited. Like work is supposed
to be a great place to be because,

443
00:33:49.720 --> 00:33:52.839
as you say, you want to
work with purpose, Well, half

444
00:33:52.839 --> 00:33:57.480
the time when people leave, it's
because they don't feel that purpose. So

445
00:33:58.119 --> 00:34:05.160
it happens. Purpose doesn't happen in
the big picture. Purpose happens in every

446
00:34:05.240 --> 00:34:09.880
interaction, in every zoom call,
in every phone call. And I've got

447
00:34:10.119 --> 00:34:16.360
a senior person on my team that
is not not really gelled with zoom.

448
00:34:16.639 --> 00:34:22.239
He's a phone guy and he phones
people and says hi, E Lise,

449
00:34:23.000 --> 00:34:28.960
And they go, senior leader,
what have I done wrong? Am I

450
00:34:29.079 --> 00:34:31.559
bad to be fired? And he
says, I'm just calling to see how

451
00:34:31.599 --> 00:34:36.480
you're going. I've just noticed on
the calls lately, maybe in our team

452
00:34:36.480 --> 00:34:39.320
meetings, that you feel a bit
stressed the projects of what's happening. Just

453
00:34:39.400 --> 00:34:44.679
talk to me. Half an hour
later, they've told him the whole life

454
00:34:44.719 --> 00:34:45.840
story. He comes to me and
says, do you know what's really going

455
00:34:45.880 --> 00:34:49.159
on with that person? Don't know? And he says, this is what's

456
00:34:49.199 --> 00:34:53.519
going on. I got goodness whatever
it is for that connection. You know.

457
00:34:53.840 --> 00:34:58.400
I'm not talking about the difficult stuff. I'm talking about the easy stuff.

458
00:34:58.800 --> 00:35:01.360
Hugeous. I'm going to comment on
that. But let's cover our last

459
00:35:01.360 --> 00:35:05.400
break here if we can. I'm
Elise Cortez, your host. We've done

460
00:35:05.400 --> 00:35:07.960
the air with Katherine Matiski. She's
a leading global business educator and author with

461
00:35:08.000 --> 00:35:12.400
thirty years of experience across industries.
We've been talking a bit about her book,

462
00:35:12.440 --> 00:35:14.760
Leading Virtual Teams. We're going to
talk a little bit more after the

463
00:35:14.800 --> 00:35:17.400
break about managing the virtual teams and
beyond. Stay with us. We'll be

464
00:35:17.480 --> 00:35:23.079
right back. Doctor Elise Cortes is
a management consultant specializing in meaning and purpose,

465
00:35:23.480 --> 00:35:29.320
and inspirational speaker and author. She
helps companies visioneer for greater purpose,

466
00:35:29.360 --> 00:35:36.400
Among stakeholders and develop purpose inspired leadership
and meaning infused cultures that elevate fulfillment,

467
00:35:36.679 --> 00:35:42.000
performance, and commitment within the workforce. To learn more or to invite Elise

468
00:35:42.079 --> 00:35:45.920
to speak to your organization, please
visit her at Elisecortes dot com. Let's

469
00:35:45.920 --> 00:35:57.960
talk about how to get your employees
working on purpose. This is working on

470
00:35:58.000 --> 00:36:01.920
Purpose with doctor Elise Cortes. To
reach our program today or open a conversation

471
00:36:02.000 --> 00:36:08.920
with Alise, send an email to
Alise Alise at Elise Coortes dot com.

472
00:36:09.119 --> 00:36:15.119
Now back to working on Purpose.
Thanksteresting with us, and welcome back to

473
00:36:15.159 --> 00:36:17.440
working on Purpose. One of the
bit of news I want to share with

474
00:36:17.480 --> 00:36:22.119
you is that a couple few months
ago, I released an anthology that I've

475
00:36:22.119 --> 00:36:24.239
been curating for a while. It's
twenty five stories from women around the world

476
00:36:24.480 --> 00:36:28.559
who share their very intimate stories of
how they discover their purpose and are now

477
00:36:28.639 --> 00:36:30.920
serving from it. It's amazing.
I'm so proud of it, I could

478
00:36:30.920 --> 00:36:32.960
bust. I am all the way. By the way, I'm also now

479
00:36:32.960 --> 00:36:36.519
recruiting for men to share their stories, so you can know anybody send them

480
00:36:36.519 --> 00:36:38.719
my way. If you're just joining
the program today. My guest is Katherine

481
00:36:38.719 --> 00:36:44.639
Mattiski. She is the founder of
the Performance Company and international training and consulting

482
00:36:44.719 --> 00:36:47.599
organization that has worked with Fortune one
hundred companies around the world. She's also

483
00:36:47.599 --> 00:36:51.519
the author of Leading Virtual Teams,
which you've been talking about in this program

484
00:36:51.559 --> 00:36:53.239
today. So, Katherin, when
I wanted to just time in really quick

485
00:36:53.239 --> 00:36:55.960
on what you were just talking about
before, is and I've heard this by

486
00:36:57.000 --> 00:37:00.599
talking to futurists, by the way, and other technology people, is they

487
00:37:00.639 --> 00:37:06.760
talk about the opportunity for humans to
be kicked upstairs working alongside technology. So

488
00:37:06.880 --> 00:37:09.119
just what you were saying is the
only one thing that we do better than

489
00:37:09.159 --> 00:37:14.719
any machine or robot out there is
that human connection emotional intelligence. Right,

490
00:37:14.800 --> 00:37:17.639
So what you're describing is now we
have a way to really distinguish and work

491
00:37:17.760 --> 00:37:22.480
very much alongside technology, but to
distinguish our human contribution in a way that

492
00:37:22.760 --> 00:37:25.639
makes all the difference to people.
And I really want to celebrate that and

493
00:37:25.679 --> 00:37:32.960
call that out absolutely. Yeah.
So one of the other things that you

494
00:37:34.000 --> 00:37:36.480
do in your book, which I
think is brilliant and I've done this in

495
00:37:36.519 --> 00:37:39.000
classes, but it makes so much
sense. You talk about this idea of

496
00:37:39.000 --> 00:37:44.599
what I would call it a virtual
team charter, but essentially getting that all

497
00:37:44.639 --> 00:37:47.239
of the team members involved in the
creation and agreement of how they're going to

498
00:37:47.280 --> 00:37:51.519
work together, what does success look
like, what are the ground rules,

499
00:37:51.679 --> 00:37:54.000
etc. I think that's brilliant.
And you say the importance, which I

500
00:37:54.000 --> 00:37:58.920
completely agree with, get everyone involved
in its creation so everybody has skin in

501
00:37:58.960 --> 00:38:04.679
the game. Brilliant. And I've
seen it work, and I've seen people

502
00:38:04.760 --> 00:38:08.639
do it exactly with the blueprint from
the book, and they've done it and

503
00:38:08.679 --> 00:38:13.840
they've then showed it to me,
and it's just amazing. And some of

504
00:38:13.840 --> 00:38:16.239
them are quite simple, you know, and some of them are hugely complex,

505
00:38:16.320 --> 00:38:20.719
but it is their words and it
is from them. So whatever the

506
00:38:20.800 --> 00:38:25.320
end product comes out, people live
by e breathe it every day and it

507
00:38:25.360 --> 00:38:30.480
is absolutely the unifier. I think
the challenge comes when the team charter is

508
00:38:30.519 --> 00:38:36.039
set and someone leaves the team or
somebody new comes into the team. That's

509
00:38:36.079 --> 00:38:40.719
an opportunity to make sure that if
somebody comes into the team, then that

510
00:38:40.880 --> 00:38:45.840
team charter process has their voice in
as well, So there needs to be

511
00:38:45.880 --> 00:38:52.000
an update every time that changes.
Effectively that charter changes as well. So

512
00:38:52.079 --> 00:38:55.519
for a new person, it's asking
them the question to say, okay,

513
00:38:55.519 --> 00:38:59.159
here's our team charter. How does
that resonate with you? What do you

514
00:38:59.199 --> 00:39:01.559
care about? What would you add
or take away from that team charter?

515
00:39:02.119 --> 00:39:07.239
And because the team is different,
so it's a bit like when a group

516
00:39:07.280 --> 00:39:12.760
of executives go away on a leadership
retreat, they create a vision. They're

517
00:39:12.840 --> 00:39:15.199
all jazzed about it. They come
back and think everyone's going to be aboard.

518
00:39:15.599 --> 00:39:17.840
They say the vision and everyone goes
heah, yeah, okay, that's

519
00:39:17.880 --> 00:39:21.760
just like the old one, and
they go, well, no, it's

520
00:39:21.800 --> 00:39:24.239
not. It took us two days
to come up with this this word,

521
00:39:24.639 --> 00:39:30.440
but unless you actually unravel that and
say, in this vision or in this

522
00:39:30.519 --> 00:39:35.360
team charter, this word to us
means this. So we've used the word

523
00:39:35.360 --> 00:39:38.039
accountable. What that looks like is
this this, this, this, this,

524
00:39:38.719 --> 00:39:44.199
And we've learned that we've used a
word like collaborative, for example,

525
00:39:44.480 --> 00:39:49.079
what that means to us is this
this this, So it's it's an opportunity

526
00:39:49.159 --> 00:39:52.840
for the team every time someone joins
the team to actually go back to the

527
00:39:52.880 --> 00:39:59.280
team charter in that welcome to our
team meeting, back to the team charter

528
00:39:59.400 --> 00:40:02.639
and say, okay, let's revisit
our team charter. This is what these

529
00:40:02.800 --> 00:40:07.960
words mean to us, and then
getting their input as the new team member.

530
00:40:08.360 --> 00:40:14.119
What that also does at ninety degrees
of that is keeps that team charter

531
00:40:14.199 --> 00:40:20.159
alive. It's not just buried in
a drop Box folder somewhere and other.

532
00:40:20.440 --> 00:40:22.079
Yeah, a bit of team charter
once. I don't know where it is,

533
00:40:22.119 --> 00:40:24.679
but yeah, it was a good
exercise at the time. No,

534
00:40:25.159 --> 00:40:30.639
it's a living, breathing entity that
just needs to be kept alive. I

535
00:40:30.639 --> 00:40:35.280
think that's just brilliant, makes so
much sense. So a couple more things,

536
00:40:35.320 --> 00:40:37.960
because we're coming to the close of
the show already here. But somebody

537
00:40:37.960 --> 00:40:40.519
who has lived in Spain, in
Brazil and I speak those languages and went

538
00:40:40.519 --> 00:40:44.079
over Western Europe and South America,
and I love to travel and I love

539
00:40:44.079 --> 00:40:47.719
to connect with people. You have
a fantastic section in your book about cultural

540
00:40:47.719 --> 00:40:52.960
intelligence, which I think is fascinating. So if you could just paper us

541
00:40:52.000 --> 00:40:55.360
with a couple of so we're your
more favorite countries to talk about you talk

542
00:40:55.400 --> 00:40:58.880
about some of the different ways they
prefer to communicate and how they like to

543
00:40:58.880 --> 00:41:02.719
do meetings, et cetera. Can
you just share a couple even even between

544
00:41:04.320 --> 00:41:07.880
countries that we would think would be
quite similar Australia and the 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 --> 00:41:22.280
quite similar, poles apart. And
so it's about saying, what do I

547
00:41:22.320 --> 00:41:29.239
need to know about the culture that
that person is working in and that country.

548
00:41:29.400 --> 00:41:31.519
And there's a great book. It's
one hundred years old. I don't

549
00:41:31.519 --> 00:41:38.800
know how old it is, but
it's a long and it's called Shake Bout,

550
00:41:40.480 --> 00:41:47.480
sorry not bow and shake. And
so it's about what do I need

551
00:41:47.519 --> 00:41:54.519
to do in order to interact with
that particular culture. And so, for

552
00:41:54.559 --> 00:41:59.960
example, I do a lot of
work in Switzerland. Switzerland is poles apart

553
00:42:00.639 --> 00:42:05.320
from my culture of Australia. But
I spent ten years in America, twenty

554
00:42:05.400 --> 00:42:07.199
years in America, so I know
the American culture, but it's alls apart.

555
00:42:07.800 --> 00:42:13.800
So there's things in the Swiss culture, things like showing up late for

556
00:42:13.840 --> 00:42:17.480
a meeting is just not on you
know. I think of all those Swiss

557
00:42:17.519 --> 00:42:22.639
watchers. You've have to be on
time and at the end of the minute

558
00:42:22.880 --> 00:42:28.880
of the at the start time of
the meeting, everyone's there. And in

559
00:42:28.920 --> 00:42:32.159
the old world when I used to
train there, physically train there. In

560
00:42:32.199 --> 00:42:37.119
the Old world, pre pandemic.
I would say, let's have a six

561
00:42:37.199 --> 00:42:40.360
minute break in a training course,
and I can tell you that one hundred

562
00:42:40.400 --> 00:42:45.360
percent of the people were back at
five minutes, and I'm going Wow.

563
00:42:45.840 --> 00:42:50.280
In Australia after six minutes, you're
going is anyone back because you call a

564
00:42:50.320 --> 00:42:52.800
six minute break in a training course
in Australia or in America because you know

565
00:42:52.880 --> 00:42:57.639
it's going to be ten. But
in Switzerland a six minute is really fine.

566
00:42:57.679 --> 00:43:00.039
You know. It's just these little
things, and so it's a get

567
00:43:00.039 --> 00:43:06.719
into the culture. Learn the culture
because you're the one that's different. And

568
00:43:06.800 --> 00:43:13.199
in a virtual workplace like that's become
really exciting because now I can hire someone

569
00:43:13.239 --> 00:43:16.320
from anywhere in the world, and
I hire on time zones for our projects.

570
00:43:16.679 --> 00:43:21.400
But I can hire anyone in the
world. But boy, I want

571
00:43:21.400 --> 00:43:23.639
to be across their culture and I'll
never be part of that. But you

572
00:43:23.639 --> 00:43:29.320
can do some simple things at the
beginning of meetings, to say just basic

573
00:43:29.360 --> 00:43:34.320
things like what did you have for
your last meal? Because in different cultures

574
00:43:34.360 --> 00:43:38.679
it's different, right or especially around
holiday time. I love asking my team

575
00:43:39.320 --> 00:43:45.400
what do you do for Christmas in
your country? Or what do you do

576
00:43:45.400 --> 00:43:50.360
do you do Halloween. You know, some countries do, some countries don't.

577
00:43:50.400 --> 00:43:54.000
Even though it's an American thing,
all these things is finding out just

578
00:43:54.119 --> 00:44:00.000
those cultures is really important and it's
just it's it's education, as can everything

579
00:44:00.039 --> 00:44:04.199
else we've been talking about here.
So we're almost out of time here,

580
00:44:04.239 --> 00:44:07.599
County, but I would love to
hear you weigh in on what you see

581
00:44:07.639 --> 00:44:10.239
as the future of work and this
increasingly interconnected world we're living in. What

582
00:44:10.679 --> 00:44:16.320
do you see that crystal all of
yours. I think people are now changing.

583
00:44:17.280 --> 00:44:22.519
I think people will go to what
I call their expert zone, and

584
00:44:22.559 --> 00:44:25.400
we all have one, and some
of us don't know what that is.

585
00:44:25.960 --> 00:44:31.920
I think people are starting to tap
into the idea that I can be an

586
00:44:32.000 --> 00:44:39.320
expert in something. For employers,
hiring on expert zones is critical because if

587
00:44:39.320 --> 00:44:45.679
you keep people in their expert zone, they stress levels go down because what

588
00:44:45.719 --> 00:44:50.199
they're doing is easy for them.
They all love it. They have that

589
00:44:50.360 --> 00:44:53.480
purpose. They will show up,
they're happy. All the good things in

590
00:44:53.800 --> 00:45:00.039
business that we want. It has
people working in their expert zone, and

591
00:45:00.719 --> 00:45:07.920
people who are there are less likely
to leave because they perhaps won't have that

592
00:45:08.239 --> 00:45:14.039
they won't be in that expert zone. And then providing them with that growth

593
00:45:14.039 --> 00:45:21.840
opportunity is key. I don't see
a world of office blocks and cities full

594
00:45:21.880 --> 00:45:25.079
of people, you know, finishing
at twelve noon to have lunch. I

595
00:45:25.119 --> 00:45:31.320
don't see that world. I see
a very dispersed workplace and a workplace where

596
00:45:31.800 --> 00:45:38.960
organizations gather talent based on talent,
not on geography. Is that probably my

597
00:45:39.159 --> 00:45:46.639
dream? Yes, that's probably my
dream, because why should I be constrained

598
00:45:46.719 --> 00:45:51.920
by the people in my city,
even if it's a huge city. When

599
00:45:51.960 --> 00:45:54.400
the best talent is on the other
side of the world, or the best

600
00:45:54.400 --> 00:46:00.000
talent happens to be in a developing
country that I would normally have no acces

601
00:46:00.280 --> 00:46:06.960
too, why can't I hire that
person? It speaks to the whole diib.

602
00:46:07.519 --> 00:46:10.800
It speaks to that diversity, It
speaks to the richness of the fabric

603
00:46:10.840 --> 00:46:15.599
of what an organization could be.
That sounds gorgeous, Catherine. I want

604
00:46:15.639 --> 00:46:19.360
that world. I'm in that world. We've done it. We've managed to

605
00:46:19.360 --> 00:46:21.760
get to the edge of the ind
of the show so fast. You know,

606
00:46:21.840 --> 00:46:23.400
the show is listened to my people
around the world. We're all about

607
00:46:23.400 --> 00:46:27.000
trying to create a workplace people actually
want to come to work and do their

608
00:46:27.000 --> 00:46:30.079
best. We are creating intiracial leaders
that help people realize their greatness, and

609
00:46:30.079 --> 00:46:32.559
we're doing business that better in the
world. What would I like to leave

610
00:46:32.599 --> 00:46:37.519
us with today. The first thing
is that I think anything is possible,

611
00:46:38.000 --> 00:46:44.599
and I would ask people to reflect
on what is their impossible goal, what

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would they love to do either for
their business, their team, themselves,

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00:46:50.719 --> 00:46:55.679
what's their impossible goal, and to
say, let's take that apart and say

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00:46:57.239 --> 00:47:00.800
let's make that possible. Because I
really believe that what a beautiful way to

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00:47:00.840 --> 00:47:04.840
finish I really really I'm so grateful
that we've connected Katherine. And by the

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00:47:04.880 --> 00:47:07.119
way, it has been known to
happen that I end up on the doorstep

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00:47:07.159 --> 00:47:10.440
of some of my international guests.
I have been to Australia. David Books

618
00:47:10.599 --> 00:47:14.760
was on my show, so beware
it could happen. So thank you.

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00:47:15.639 --> 00:47:19.440
Thank you very much for being willing
to be found and come on the next

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00:47:19.480 --> 00:47:22.079
day on the show. You are
a treasure. Thank you very much described

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00:47:22.119 --> 00:47:25.880
to be with you listeners and viewers
who will learn more Aboutkatherine Mattiski and the

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00:47:25.880 --> 00:47:29.960
work she and her tear doing.
It's pretty amazing her books. Ind of

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00:47:30.000 --> 00:47:34.079
her books start by going to inner
geniusnow dot com. Let me spell that

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00:47:34.159 --> 00:47:38.480
for you. I n E er
g e n i U s n ow

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00:47:38.800 --> 00:47:42.880
Inner Genius now dot com. Last
week you've missed the live show, you

626
00:47:42.880 --> 00:47:45.039
can always catch it be recorded podcast. We were on here with Amy Herman

627
00:47:45.159 --> 00:47:50.239
talking about her book Fixed, How
to Perfect the Fine Art of Problem Solving.

628
00:47:50.599 --> 00:47:52.400
Next week will be on the air
with Kelly McDonald talking about her book

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00:47:52.440 --> 00:47:55.760
It's time to talk about Race at
Work. Every Leader's Guide to making progress

630
00:47:55.760 --> 00:47:59.599
on diversity, equity and inclusion.
See you there. Remember that work is

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00:47:59.639 --> 00:48:04.280
at least of their of our life, So let's work on purpose. We

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00:48:04.400 --> 00:48:07.039
hope you've enjoyed this week's program.
Be sure to tune in too. Working

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00:48:07.039 --> 00:48:12.679
on Purpose featuring your host, doctor
Elise Cortes, each week on the Voice

634
00:48:12.719 --> 00:48:17.840
America Empowerment Channel. Together, we'll
create a world where business operates conscientiously,

635
00:48:19.480 --> 00:48:24.639
leadership inspires impassioned performance, and employees
are fulfilled in work that provides the meaning

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00:48:24.679 --> 00:48:30.239
and purpose they crave. See you
there, Let's work on purpose.