Today’s Workforce Seeks Well-Being

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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 such

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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 Working

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on purpose. Now Here is your
host, Doctor Elise Cortez. Hi there,

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

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this week. I'm your host,
Doctor Elise Cortez to any Life from Dallas,

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Texas, which is home based for
me. If you don't know me

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yet, I'm a management consultant specializing
in meaning and purpose, organizational logotherapist,

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

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discover and articulate their purpose to embedded
into culture and operations. We work with

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

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actually want to come to work and
do their best, and we provide programs

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like the Grab Your gusta that enable
individual team members to discover and unleash their

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passion and purpose at work to catalyze
fulfillment, engagement, and productivity. You

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can learn more about us now we
can work together at at least Cortez dot

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com. With us today is Laurie
Van, Their Licensed Professional Counselor Supervisor practicing

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Mental Health Counseling and LPC associate to
provision in the state of Texas. She's

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an international speaker, media guest,
and five time author. She is regarded

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as she's a regarded behavioral health expert
and founder of Van and Associates, Coaching,

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counseling and consulting, and is a
go to authority on such topics including

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bullying, self injury, perfectionism,
and ethics, to name a few.

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Today we'll be talking about the problem
of perfectionism in the workplace, what's contributing

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to the great resignation, and what
companies can do to address the well being

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sought it by so much today's workforce? Do you know today from the greater

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Dallas area, Lorie, welcome to
Working on Purpose. Thank you, It

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is a pleasure to be here today. Thanks right, you know this isn't

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This is important stuff we're talking about
here, and we can still have fun

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about what they can't we. Yes, So I know you are up to

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all kinds of things and really have
done the work to establish his office and

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authority. But for our listeners and
viewers who don't know you yet the way

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that I have gotten to know you, some would you just start by sharing

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just a bit about your background and
really what you're focused on today. Well,

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I am a licensed professional counselor supervisor. I've been a professional counselor and

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whether it's an intern or fully licensed
for over twenty years in the state of

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Texas regard as an authority and non
suicidal self injury, and I've been working

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with that for over twenty years and
wrote four out of the five books on

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that particular topic, founder of the
Institute for Non Suicidal Self Injury. And

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what's oftentimes connect I did into that
is perfectionism. Perfectionism is something that's also

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an area of expertise for myself that
I've worked with people as young as probably

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ten years of age up into well
into the adult years that struggle with it,

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and having worked with in corporate America, having worked with a lot of

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clients in corporate America. I saw
perfectionism as one of the key factors in

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them going on too short term disability. And it's also something that I see

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so many students struggle with and that
becomes a factor for well them not doing

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well in school. And on a
global part, I see perfectionism connected into

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things like substance misuse and maybe eating
disorder, self injury, and just a

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whole slew of not great coping skills
to deal with it. But yes,

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I've worked all around the place,
from inpatient psych outpatient ship, director of

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a nonprofit and then here in my
private practice with the other counselors here under

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my supervision, or just in my
office. Wow, a lot to draw

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from, Laura. That is really
an impressive, extensive background to draw from,

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and that makes me think that you
have your really well positioned to comment

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on. I'm very interested. I
just had today a lunch with a friend

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of mine. We were talking about
this topic. Help us from your vanished

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paint, your vanished point understand what's
going on in the workplace these last couple

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of years. We've been in the
pandemic for a couple of years now and

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there's a lot of things happening,
which we're going also address on the show,

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but paint for us what you see
going on in the workforce these days.

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There's been a lot of changes and
it's one of those I think we're

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not going to be able to put
the genie back in the bottle. As

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Well said yes, yeah, And
in some ways, I think that's a

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really good thing because the pandemic,
especially very early, odd and we didn't

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understand it, and there's so much
fear and anxiety, and we were forced

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to stay at home and many many
different job markets, and I think that

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became the reality check. I think
for many people it was that realization of

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what really matters in life when you're
faced with the fears that we're being put

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out there about COVID and not knowing, well, if my loved one gets

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it, are they going to live? If I get it, well,

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I live. There's nothing more sobering
in life than death. And I think

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that was the wake up call for
many people, and that really got them

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thinking, am I doing what I
want to do? Am I really okay

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giving sixty hours sometimes more of my
life to a job that I feel is

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dead end that has no purpose that
takes me away from my family, from

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the things that I realize I really
care about in value, and I think

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that it really has contributed to things
like the great resignation and people going,

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you know what, I'm not okay
with how things have been, and the

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fact that we've been able to work
from home and we've been doing it pretty

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successfully. It got rid of that
whole argument of like, oh, well,

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employees are going to be total slackers
and they're not going to get anything

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done if they work from home.
It's like, I think people that were

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slackers got weeded out, and what
we saw is the more employees because they're

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working from home. Actually we're working
more hours, and I think there was

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a certain quality of life that came
back because they were working from home versus

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being stuck on LBJ Freeway for an
hour and backed up traffic, getting frustrated

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and wasting all that time and energy
and gas and everything else going back and

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forth. Giving the community I think
has been a helpful quality of life improvement.

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Yeah, but the one complaint I
have about that is that's what a

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lot of people would listen to my
show, you know, you know,

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is so that's the only thing.
It's the only downside of up But but

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one, let me time into what
you said, because this is so important

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for people to really understand this phenomenon
that has occurred in society across the world.

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I think a couple of the things
that bear pointing out from my perspective

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and love your perspective on it,
is last week we were on here with

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doctor ron Jay Gulati and he wrote
a book called Deep Purpose, and he

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had a perspective about the pandemic and
he said, you know, the best

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upside of the pandemic is that it
taught people to want more from their lives.

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And I think that's true. And
then the other thing, of course,

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that's really interesting about about the pandemic, and of course I see that

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with my clients now, Laurie,
is people literally are as as we're let's

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just talk about this next. You
know, this this phenomenon of the great

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resignation, which what that really speaks
to is people are literally leaving their job

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before they even have something else lined
up. They are just they just quit,

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They're out of there. And one
of the things that I think is

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interesting and love your perspective on this, that I have read somewhere is that

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part of what's causing and undergirding that
is that one that people were cooped up

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for a couple of years and maybe
a job they really didn't want to be

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in there, it was hard to
make a change during the height of the

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pandemic and a lot of things going
on on moving parts, they were taken

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care of kids or elder elder elder
members of the family, et cetera.

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So when you think about, you
know, when you feel sort of stuck

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in life, you know, it's
really hard to change your spouse, it's

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really hard to change your children,
swap out your children, really hard oftentimes

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to change the homeie live in.
But you can change jobs pretty easily,

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right, So this idea that you
know, if you can just I'm moving

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on from something, it's going to
be this job. Do you have any

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any perspective or thought or have you
have you learned something about that connection?

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Why keep recording their jobs? I
mean, partially it is the unhappy factor.

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They didn't feel appreciated and short life
is just too short to be miserable.

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And again I think that goes back
to and I'll touch on the purpose

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aspect in a moment but if our
health is a critical part of our existence,

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which it is, do we really
want to sacrifice or physical and psychological

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health to something that doesn't treat us
well, that doesn't appreciate us. I

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mean that's almost like dare I say, almost being in an abusive relationship?

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Hope? Well? Yeah, I
mean that I'm trying not to be too

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casual about that, but we do
know some jobs were actually sort of borderline

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abusive and not taking care of their
employees, of their safety, whether it's

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physiologically or psychologically. And again,
I think that sense of life is too

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short to sacrifice all of those very
valuable things for what. And I think

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there's also that sense of purpose,
that wake up call that whenever we go

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through something big and traumatic, and
definitely there's a lot of trauma that's happened

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with COVID, it's that opportunity to
step back and assess our life and go,

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is it going where I want to
go? Do I feel like I

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am contributing? Do I feel like
I have value? But I'm also providing

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value? And in general, I've
come across so many employees that they got

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burnt out, that they wanted to
leave their job because They're like, I

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have no sense of purpose. I
go on each day and I assemble my

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widgets, or I do my payroll
report, or I do whatever thing,

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and for what, like what benefit
is there to it. I'm not leaving

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a legacy. I feel like I'm
not really doing anything meaningful. And when

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you lack purpose, you become depressed. So I think being at home two

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gave people a lot of time to
just pause and really reflect on where their

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life was going. I completely agree
with that, Laurie. And so you

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know, as you might remember,
my whole jam is about helping people to

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access their passion, inspiration, meaning
and purpose. And I, because I

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know how vital that is, it
goes right smack into logo therapy for me.

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So I totally am picking up what
you're laying down, shall we say,

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so, now let's turn it over
them to the other side then,

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So, if you know, I
know there are a lot of companies,

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including the clients that I'm working with
right this very moment, who were struggling

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to be able to find people to
join their team and stay on the team.

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If we we've now presence kind of
maybe what's undergirding the great resignation so

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what can employers do to address that? What can they do to stop and

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stem that tide. Well, one
of the things I talk about as a

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behavioral health consultant for companies is that
you know, obviously you want to attract

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the good employees, you want to
maintain them, retain them, and keep

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them happy. Even before the pandemic, when I was working more in the

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Lost Cleaness irving area around a lot
of Fortune five hundred companies, I was

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filling out quite a bit of short
term disability paperwork, which obviously isn't great

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for the employee, it's obviously really
bad for the company and for the coworkers.

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So even back then I saw the
situation of burnout and what it came

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down to is it is too much
micromanagement. That's great to know. Yeah,

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micro management is a really big piece
of it. When people feel like

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they have no autonomy, they feel
like again lack of purpose and their job,

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when they feel like people are breathing
down their neck and thus not being

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trusted, and that also goes to
respect and that you know, the layers

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of responsibility keep getting added, but
there's no appreciation to it, there's no

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compensation for it. Eventually, you
get burnt out. Lori BA is one

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of the best succinct, well put
together ways to help understand really what was

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behind all this. And I do
know, you know, when when companies

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feel like, okay, we're doing
something different. People are working from home.

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Are they working from home, or
are they doing the laundry or they're

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watching their favorite you know, football
game or whatever it is. And then

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of course, and then then they
don't trust, so they micromanage, and

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then of course the employee feels then
mistrust and shrinks back. It's a vicious

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cycle. So that really actually helps. And so one of the things I

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teach clients that I'm working with is
the importance of extending trust in order to

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be able to connect with your employees
to extend that trust. And sometimes it

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doesn't always work some people, some
people don't work very well from home,

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and to your point earlier, some
of those people got weeded out. And

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but it's really interesting how you put
this together, so you know, so

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how can I how can employers what
can they do to start to be able

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to support this more hybrid workforce,
this virtual workforce, and continue to meet

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the demands of this changing workforce.
I do think communication is a big piece.

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So when I work with clients coaching, counseling, either one, I

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say think it as this triangle,
and part of the triangle is communication,

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trust, respect. If you're not
communicating, it's hard to trust someone because

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you fill in the blanks, you
make assumptions. Truly, if you're not

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communicating, then that's also a sign
of lack of respect. It's like I

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don't even have the time and effort
to even communicate with you. Well,

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yeah, that's pretty disrespectful. And
if you don't trust someone, then you

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don't respect them. So the three
just work together. So I would encourage

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employees managers you have to start with
the communication. You can't make assumptions.

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You can't assume, for example,
the employee thinks the same way that you

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do, and sometimes you actually don't
want them to think the same way that

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you do, because they're some benefit
in seeing things from a different angle,

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a different point of view. And
I think sometimes that becomes a little threatening

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because we may interpret it as oh, they're saying I'm wrong. That's not

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the case at all. But if
you communicate with someone, then you can

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find out their point of view and
go, oh, it's not what I

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thought it was, and likewise they'd
better understand you and go, oh,

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so my boss isn't some sob that
this is actually their thought process? Yeah,

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implasically left brainers versus right brainers,
right right, Such important points for

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us to be talking about, Laurie, So let's grob our first break here.

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I'm Elise Cortez, your host.
We've run in the year with Laurie

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Van. She's an international speaker,
media guest, and five time author.

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She is a regarded behavioral health expert
and founder of Band and Associates Coaching,

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counseling and consulting. We've been talking
a bit about the great resignation and what's

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underneath it, what employers can do
to start to address it. After the

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Rake, we're going to get into
more about perfectionism and brown to state with

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us. We'll be right back,
Doctor Release. Cortez as a management consultant

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

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

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

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to invite a Lease to speak to
your organization. Please visit her at a

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00:16:27.000 --> 00:16:32.519
lease Cortez dot com. Let's talk
about how to get your employees working on

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purpose. This is working on Purpose
with doctor Release Cortez. To reach our

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

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

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for seing this, and welcome back
to the program. Before we get back

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into the content, I wanted invited
to check out the book I put out

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in fall of twenty twenty. It's
called Purpose Ignited, How Inspiring Leaders Ignite

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Passion and Elevate Cause, which is
on Amazon. I wrote it to awakened

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readers to their passion and purpose and
helped transform them into inspirational leaders who in

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life in the workplace and the elevated
contribution of the people to make them actually

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want to come to work. That's
what it's for, and I use the

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content as a basis for my Bideal
Inspired Leadership program and the Grab Your Gusto

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program. So I hope you'll check
it out if you're just joining the program.

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My guest is Lorie Van, a
licensed professional counselor supervisor practicing mental health

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counseling and LPC Associates provision in the
state of Texas. We've been talking before

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about when we was starting to be
undergotting the great resignation. Now I want

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to get more specifically into a couple
issues that you know about that are probably

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underneath that too. So let's start
with perfectionism. You mentioned that at the

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beginning of the show, So what
is first off? You know, I

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think most of us have an idea
what perfection perfectionalism is, but really,

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from your manage point, technically,
what is it and why is it such

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a problem. I talk about there
are four main types of perfectionism that iss

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for. So everyone thinks of what
I call the hundred percenter, the stereotypical

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perfections nineties not going of it has
to be a hundred and oftentimes this is

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a person that after they've achieved one
goal, they can't really enjoy it because

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now it's on to the next.
You often see performance based self esteem that

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goes with this type of perfectionist.
Now, a lot of companies take advantage

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of that particular type of perfectionist,
and I'm going to say sometimes it's unintentional

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that oh, here's the high performer, and so now they raise the stake

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because this person was able to get
things done. A lot of things done

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in the timeline did excellent, so
let's raise the bar and they're like,

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okay, I can do that.
Eventually the bar keeps getting raised to the

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point they can't meet that bar anymore. And that's where I see the burnout.

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That's where I see them go on
short term disability. Now, the

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other types of perfectionism, you do
have what I call it all or nothing,

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and sometimes that actually looks like procrastination. It's an individual that goes,

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I'm going to get done, but
please let me do it on my timetable,

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my standards. Don't have me start
it and then interrupt me and have

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me go do something else and then
come back to it, because that just

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throws them off. They hate that, so oftentimes before somethings do, that's

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when they're doing it. And it's
not because they were being lazy, it's

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because cognitively that's how they work.
There are those that I refer to as

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start over perfectionist, and you tend
to see this maybe more in the artistic

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sense of they will see every little
flaw and may not turn something in because

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it's never perfect enough for them to
trend in, or they might keep starting

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it over of like Okay, yeah, but there's this and I just need

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to redo it again. And that
comes to the phrase of done is better

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than perfect. Thing I work with
them on. And the last one is

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a fear of failure perfectionist. And
this person often gets unmobilized by that fear

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of not doing well, of failing, so they'll either not even attempt something.

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They're like, I'm not even going
to put myself out there, and

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that could look like the employee that
never volunteers for anything, that never tries

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to do something, and again initially
may look like oh they're just being a

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slacker, but not necessarily and that's
where communication comes in and find out the

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why. Yeah, there's a lot
of things I could talk about with that.

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It's fascinating. I don't think I
would have ever ever fleshed that out

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like that, but that's why you're
the expert. So the first one,

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I recognize the hundred percenters. I
recognize those being that I've done a lot

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of work and organizations and continue helping
them understand how engage is their workforce in

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other words, how productive, how
connected is their workforce to the company.

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And so you know, what we
find is to your point is those people

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that are oftentimes you know, uber
engaged and really engaged, at some point

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they do burn out because what happens
is they you know, their own efforts,

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they just run out of steam.
And then too, the company relies

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on them so much and gives them
more and more work because they just keep

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performing. And so it's a self
fulfilling again vicious cycle. So that one

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I recognize, the other ones I
don't recognize as much. So I wanted

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to translate that into you know,
more of corporate speak as well. And

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and for those of you who are
listening, here's what's interesting is I recognize

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myself and the first one, and
that I do. I'm constantly like I,

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you know, I finished this this
book or this one, and I

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go into the next thing. So
I do recognize myself there, but I

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also recognize myself in that thing.
I there's something about like, you know,

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knowing that I I knew that I
was supposed to get this thing done,

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you know, two months ago,
but I'm working on it literally the

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day before but there's something in that
that like juices and jazz is me,

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what is that? And I bring
it? I mean it happens. Yeah,

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I think there is an adrenaline piece
to it. You know, without

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a doubt, we're more focused where
there's the sense of that pressure. And

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some people theoretically do work better under
pressure, and I think maybe even those

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that have some ADHD traits may do
better in that kind of environment. They

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need that kind of pressure. But
the key pieces that again, they don't

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have anything else. They have cleared
their plate, so that's the only thing

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that they are focusing on and that's
what they need. And during the average

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work day, there's so many distractions. There's so many things going on of

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like hey, can you work on
this project? Heay, can you do

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this for this project is outstanding?
And what about this and this? And

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so when they have that task,
they are being drug pulled in so many

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different directions. They can't really do
the main thing they need to do,

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and that's where it ends up being
that weight till the night before and they

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feel that pressure, but there's also
a little bit of the relief of I

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don't have anything else to work on, like this is it this is all

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I get to do. So for
managers, some of this is fleshing out

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what kind of employee do you have, which of those four boxes, if

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any, because you may have employees
that don't fit into one of those four

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types of perfectionists and that's great too, But figure out if you have an

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employee that struggles with getting work done, that they may not be actively participating,

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that something just seems to be off. Talk with them, those to

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them, some of these traits,
some of these characteristics, see if they

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relate to any of them, and
then it's working with them to see how

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can you bring out their most productive
self by harnessing that personality type. And

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the thing is is that in work, just like in school, a lot

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of times we're a cookie cutter of
like, no, it has to be

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done this way. And just like
in school, not every employee is cookie

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cutter and thinks and works in the
same way. You know what you're making

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me think of is you know I
know for me, I like to be

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busy, I like to be productive. My number well, for the longest

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time, my number one drink was
achiever. Now it's like second or third,

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But I really like being productive and
efficient and effective. And that's just

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kind of my jam and one of
the clients that I'm working with here in

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Dallas and my team and I are
doing some exit surveys because they're some people

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are leaving and what we're finding and
it does fall more on the gen y,

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it would be the gen y millennials. They're what they're saying is they

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felt they weren't being challenged enough,
they felt like they weren't being asked to

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do in it they had there was
too much slack in the rain, if

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you will, and I could,
I could relate to that. And so

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I remember years ago when I took
a job in some transition time and they

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had this program to have me wait, and I'm like, it would have

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been better if you distir me in
the deep end. It really would have

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been. You know, if you
would have just I would have been so

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much better off if you've done that, right, So, just knowing and

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to your point, and this is
where it gets really interesting, Laurie.

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From my vantage point is, you
know, managers often are very well intended

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and they want to take care of
their people, but they're doing it for

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the vantage point of, well,
this is what I would want the golden

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rule treat me, treatos as you
would do unto yourself, not the platinum

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rule, which is treatos as they
want to be treated. Right, So

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if we find out, to your
point, how does the employee work best,

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maybe they need twenty six projects going
on at one time. That's how

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they how they how they jam their
best. And somebody else is like,

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I need to finish one at a
time, but I'll knock it out of

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the park each time. To your
point, communication, yes, it absolutely

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is. And you have an element
of boundaries too, which haven't touched on,

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because boundaries are a really big piece
of one on the burnout side,

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but also on the perfectionism side.
And whether I see is the individuals that

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struggle was setting good boundaries, they
struggle with being assertive. They're the ones

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more likely to go to the short
term disability as well, because they get

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into people pleasing and they might go
into that job being the super go getter

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and give me all the projects and
I can do because I want to please

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you, and they give, give, give, and at some point there's

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no more give I mean to give. You know, we only have a

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certain amount. Yeah, the tank
gets empty and they set such a high

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standard for themselves going in people pleasing
that they might be giving one hundred and

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fifty percent, and so if they
drop down to even one hundred and ten

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percent, the manager the director might
go, what's wrong with you? Like,

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what's going on? There's a problem. But other individuals that went in

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just maybe giving the eighty percent,
maybe a hundred percent, but maybe a

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little bit less than they don't get
the same eyebrows raised because they already set

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that expectation of this is where I
work. Don't expect much of me.

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So for them, yeah, they
get less attention and it's usually less stress.

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But the people pleaser raise that bar
so high from the beginning that if

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they drop that bar at all,
they're getting the attention on them and then

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you know it's not great, and
then they feel bad and then oh boy,

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that just sets off a whole chain
of events. Now I see the

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relationship to burnout, So let's talk
about that next. So I have a

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dear friend and colleague, doctor Naja
Sanguan. She's doing a lot of work

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in the space too, and burnout
boy, I mean it is real,

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right, this is a real thing. So talk to us about burnout.

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How would you, you know,
describe that from more of a you know,

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a therapeutic vantage point. What is
it and why is it such a

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problem. I like to keep things
pretty simplistic. It's it's similar and nature.

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Actually, when someone becomes severely depressed, which depression them burnout do sort

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of go together, and it's the
your give a care, just isn't there

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anymore? You like care? Figure
out to edit that part, make it

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nicer, But I mean, it's
really it's a numbness. A lot of

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employees report like I just go in
and I'm going through the motions. I've

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got nothing left to give that I'm
barely surviving. Getting up bed is a

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chore and again very much parallels a
lot with depression. And they don't have

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the energy, they don't have the
motivation. There's just nothing that's giving them

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excitement. There's this ad hedonia that's
present. It's just da that's an interesting

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word. Never heard it? Say
it again? Please? Oh, ad

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hedonia. It's the it's a clinical
term of its lack of enjoyment. It's

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the blah. Yeah, now this
sounds a lot like depression. How is

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it different to me? Burnout really
does fall in the depression category. I

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really do think they work together.
You could have burnout that maybe goes with

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some anxiety, but there's also understanding
anxiety and depression work in tandem. The

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majority of the time, if you
have one, you're going to get the

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other. How that manifests in a
workplace environment is maybe initially it starts off

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with anxiety of like, oh my
gosh, so much I have to get

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done, and you can even go
into pank attacks because I have plenty of

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individuals that we did disability paperwork because
the pank attacks were so bad they couldn't

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even go into the parking lot because
they got so anxious about going into work

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and that fear, that worry that
like what's it going to be today?

401
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And is the boss going to say
something? A I am able to perform

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and whatever thoughts go through their mind. But it takes a lot of energy

403
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to be anxious. I mean,
that's that's a lot of adrenaline pumping through

404
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your system, and at some point
you can get adrenal failure or you just

405
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get that exhaustion where your glands just
I got nothing, like there's no powering

406
00:30:22.880 --> 00:30:27.119
down, powering down. Absolutely,
that's when we see people go into medical

407
00:30:27.359 --> 00:30:32.680
hospitals. It's also aware. I've
seen play off people go into behavioral health

408
00:30:32.920 --> 00:30:40.200
hospitals and you that anxiety. It's
just the lack of energy and you're just

409
00:30:40.279 --> 00:30:41.839
like, I can't be anxious,
saying more, there's nothing, and so

410
00:30:41.960 --> 00:30:48.799
you fall into depression and that tired
that no energy, no motivation, no

411
00:30:48.960 --> 00:30:53.119
nothing. How it can work,
how depression leads to anxiety is I have

412
00:30:53.200 --> 00:30:56.279
low motivation. I'm not getting stuff
done. I know I've got to get

413
00:30:56.359 --> 00:31:00.160
stuff done, but I just I
can't do it. So now the anxieties

414
00:31:00.200 --> 00:31:04.880
building of it's back there and it's
just beating on me, and it's just

415
00:31:06.000 --> 00:31:10.279
I know I gotta get done.
And so anxiety just builds and builds because

416
00:31:10.400 --> 00:31:15.640
you know you're not performing and you
need to, but you got nothing to

417
00:31:15.720 --> 00:31:22.440
perform with. So that's a simplistic
example of how they work in tandem and

418
00:31:22.440 --> 00:31:26.559
awesome. Yeah, well explained,
and that helps us really situate what we

419
00:31:26.559 --> 00:31:30.240
want to talk we want to talk
about after we get back from the next

420
00:31:30.240 --> 00:31:33.359
break, which is really how can
we situate well being in the workplace.

421
00:31:33.359 --> 00:31:36.160
So let's grab our last break.
I'm on these Cortez, your host.

422
00:31:36.440 --> 00:31:40.240
We've run the Lorie Van. She's
an international speaker, media guest, and

423
00:31:40.319 --> 00:31:44.000
five time author. She is a
regarded behavioral health expert and founder of BAN

424
00:31:44.119 --> 00:31:48.799
and Associates Coaching, counseling and consulting. We've been talking quite a bit about

425
00:31:48.079 --> 00:31:51.920
perfectionism and burnout, and now after
the break, we are going to treat

426
00:31:52.319 --> 00:31:56.839
just really what employees are looking for
in the way of employers honoring their well

427
00:31:56.880 --> 00:32:00.599
being. Stay with us, We'll
be right back. Doctor released Cortez as

428
00:32:00.599 --> 00:32:06.559
a management consultant specializing in meaning and
purpose and inspirational speaker and author. She

429
00:32:06.720 --> 00:32:13.559
helps companies visioneer for greater purpose among
stakeholders and develop purpose inspired leadership and meaning

430
00:32:13.559 --> 00:32:19.920
infused cultures that elevate fulfillment, performance, and commitment within the workforce. To

431
00:32:20.079 --> 00:32:23.200
learn more or to invite a lease
to speak to your organization, please visit

432
00:32:23.240 --> 00:32:28.440
her at Elise Cortez dot com.
Let's talk about how to get your employees

433
00:32:28.559 --> 00:32:39.200
working on purpose. This is working
on Purpose with doctor Elise Cortez. To

434
00:32:39.279 --> 00:32:44.599
reach our program today or open a
conversation with Elise, send an email to

435
00:32:44.720 --> 00:32:52.160
Elise Alis at Elise Cortez dot com. Now back to working on purpose.

436
00:32:53.480 --> 00:32:57.519
Thanks for staying with us and welcome
back to working on purpose. One other

437
00:32:57.559 --> 00:32:59.880
bit of news that I want to
share with you is at the anthology I

438
00:33:00.039 --> 00:33:04.400
spent a couple of years finding people
for and curating has just been released,

439
00:33:04.440 --> 00:33:07.720
and it's a collection of twenty five
stories from women across the globe who share

440
00:33:07.759 --> 00:33:10.119
their intimate details of finding their purpose
and what they're now doing to serve from

441
00:33:10.160 --> 00:33:14.480
it. It's called Passionately, Striving
and Why, an anthology of women who

442
00:33:14.599 --> 00:33:17.519
persevere mindly to live their purpose.
It's on Amazon and it is I'm so

443
00:33:17.559 --> 00:33:22.359
proud of that I could busts.
We have stories from Australia to Zambia and

444
00:33:22.440 --> 00:33:24.759
that they're personal and they will help
you discover your own purpose. And by

445
00:33:24.799 --> 00:33:28.880
the way, now I'm out scouting
the globe to recruit men who are living

446
00:33:28.920 --> 00:33:30.960
their purpose and want to share their
story. So contact me if you know

447
00:33:31.039 --> 00:33:34.960
someone or if you want to share
your story at least at Elis Cortes dot

448
00:33:34.960 --> 00:33:37.559
com if you're just joining us.
My guest as Lorie Van. She's a

449
00:33:37.599 --> 00:33:45.039
licensed profession Professional Counselor Supervisor practicing Mental
health counseling and LPC Associate Supervision in State

450
00:33:45.039 --> 00:33:47.839
of Texas. She's an international speaker
at media guest and five time author.

451
00:33:49.200 --> 00:33:52.559
She joins today from just outside of
Dallas area. I'm Elise Cortez, your

452
00:33:52.559 --> 00:33:55.160
host. So for those last bit, I really want to focus on bringing

453
00:33:55.200 --> 00:33:59.440
us home into what can we do
about this. We've been presentcing the problems

454
00:33:59.440 --> 00:34:01.759
of what's going on the workplace,
I think quite handily. So now I

455
00:34:01.839 --> 00:34:06.720
want to focus on this notion of
well being. And I have had that

456
00:34:06.759 --> 00:34:10.079
on my radar, Lorie Gosh,
I really got it probably in twenty twenty

457
00:34:10.079 --> 00:34:14.440
one, and so when I cross
pass with you, I own thing ding

458
00:34:14.519 --> 00:34:16.360
ding, Yes, well being.
Let's talk about that. So it's so

459
00:34:16.440 --> 00:34:21.320
important. And one of the things
that you said in our conversation was that

460
00:34:21.639 --> 00:34:22.679
you know, of course, we
know that there are five generations in the

461
00:34:22.679 --> 00:34:25.920
workforce today, but you say that
the millennials, which we know are quite

462
00:34:27.000 --> 00:34:30.599
large, are really looking for a
company who will honor their well being.

463
00:34:30.639 --> 00:34:35.639
So I want to finish this show
this segment here focused on this piece of

464
00:34:35.639 --> 00:34:39.320
well being. So first, since
we positioned that the millennials out there,

465
00:34:39.320 --> 00:34:44.119
can you help us understand what proportion
of the workforce do they comprise? I

466
00:34:44.159 --> 00:34:46.159
know they're quite a bit but I
don't really know what the number is or

467
00:34:46.159 --> 00:34:51.719
the percentage. Well, they are
thirty five percent of the workforce, and

468
00:34:51.800 --> 00:34:58.519
that translates to fifty six million.
They are the largest representation in the workforce.

469
00:34:59.000 --> 00:35:04.119
Now right behind them, really close
are the Gen xers at fifty three

470
00:35:04.440 --> 00:35:12.119
million, So pretty neck and neck
there. But I dare say it is

471
00:35:12.159 --> 00:35:19.639
that each generation has its own nuances
and people give or I would say millennials

472
00:35:19.639 --> 00:35:22.239
get a bad rap in a lot
of ways. But I think they've also

473
00:35:22.159 --> 00:35:30.000
brought to awareness some things that have
been been going on too long and probably

474
00:35:30.119 --> 00:35:35.559
shouldn't have been going on for that
long. So while there's some things that

475
00:35:35.639 --> 00:35:39.440
go okay, maybe that's a little
extreme, there are other things like expecting

476
00:35:39.480 --> 00:35:44.400
that your boss doesn't take advantage of
you. I mean, that doesn't sound

477
00:35:44.440 --> 00:35:51.119
like such a bad idea, It
doesn't. Yeah, expecting that you'll be

478
00:35:51.159 --> 00:35:55.440
treated with respect, I don't think
that's such a bad concept. Expecting to

479
00:35:55.480 --> 00:36:00.760
not give the best years of your
life and slave away to the point where

480
00:36:00.760 --> 00:36:05.920
you have health problems for your job, Yeah, I you know what,

481
00:36:06.119 --> 00:36:12.320
I think that's such a bad concept
there, So for millennials. In one

482
00:36:12.360 --> 00:36:15.840
of the studies, one of the
top things they are looking for an employer

483
00:36:16.119 --> 00:36:20.639
is someone that's going to respect their
well being, and that's on a physiological

484
00:36:20.800 --> 00:36:27.400
and on a psychological level. Now
how that may look depends on who you

485
00:36:27.480 --> 00:36:34.599
ask within that demographic. But things
of well as I mentioned the respect piece,

486
00:36:34.679 --> 00:36:38.639
but I'd also say even just feeling
there's a fairness, there's an equity,

487
00:36:38.760 --> 00:36:44.480
that there's not this favoritism, that
there's not a discrimination. Yeah,

488
00:36:44.519 --> 00:36:50.159
that goes to psychological health when you
feel that you're valued and you're treated equally

489
00:36:50.199 --> 00:36:55.599
as an equal human being. Things
of shorter work weeks. I mean,

490
00:36:57.360 --> 00:37:01.119
America got into a really bad habit
of even a six day work week in

491
00:37:01.280 --> 00:37:08.840
some professions. That's ridiculous. And
so now going from okay, a lot

492
00:37:08.880 --> 00:37:13.639
of businesses, a lot of professionals
working fifty sixty seventy hours a week and

493
00:37:13.719 --> 00:37:17.480
go, you know what, why
we do it? And millennials saying it's

494
00:37:17.519 --> 00:37:22.000
not worth it. There have to
be some other ways besides sacrificing our health

495
00:37:22.760 --> 00:37:27.079
that we would like to have time
with families. Whenever we decide to have

496
00:37:27.159 --> 00:37:31.639
a family, that's good because that
benefits the next generation of employees. If

497
00:37:31.800 --> 00:37:37.480
employers want to put it in that
context, you know what kind of new

498
00:37:37.480 --> 00:37:42.119
employees are we going to be producing
If we've stressed out the previous one are

499
00:37:42.159 --> 00:37:47.800
the ones that we have. And
there's also just the work from home aspect,

500
00:37:47.880 --> 00:37:53.440
and and yeah, that did bring
about some definite benefits. I don't

501
00:37:53.440 --> 00:37:57.639
think it's you know, it's ridiculous. If your job can do it,

502
00:37:58.199 --> 00:38:02.159
then allowing that is an additional option
for your employees. I'm not saying five

503
00:38:02.239 --> 00:38:07.920
days a week, but maybe if
they could have one or two days off

504
00:38:07.000 --> 00:38:12.559
the five days where they get to
work from home, that shows that you're

505
00:38:12.679 --> 00:38:15.639
listening to them. If that's something
people want, you need to listen to

506
00:38:15.719 --> 00:38:22.039
it. And there's definitely the ways
to do that, not in every profession,

507
00:38:22.199 --> 00:38:25.679
bit and a lot of them.
And I would encourage just listening,

508
00:38:25.880 --> 00:38:31.199
like actually sit down and listen to
say, hey, what are the top

509
00:38:31.280 --> 00:38:38.079
five things that you're looking for?
Regularly survey your employees and even maybe changing

510
00:38:38.079 --> 00:38:43.360
the language of it from employees to
like team members, because we're all sort

511
00:38:43.360 --> 00:38:45.920
of in it together, aren't we. Don't we want more of a team

512
00:38:45.960 --> 00:38:50.119
culture? I would say so.
Well, So a couple of things came

513
00:38:50.119 --> 00:38:52.960
to mine as you were talking Laurie, and thank you for helping to sort

514
00:38:52.000 --> 00:38:55.400
of paint and broaden the picture for
people to understand. I know that.

515
00:38:55.920 --> 00:39:00.559
You know, I'm working with some
companies now they're just exact ready by all

516
00:39:00.559 --> 00:39:01.719
this, and I you know,
it's really hard work to be a leader

517
00:39:01.760 --> 00:39:06.119
today. I don't want to really
honor that. Who's ever listening. You're

518
00:39:06.119 --> 00:39:07.440
watching and if you're a leader,
go on, you're pulling your heart like,

519
00:39:07.519 --> 00:39:09.519
well, I don't know what to
do, And I get it.

520
00:39:09.559 --> 00:39:13.480
That's why, you know, happy, happy to help in that regard,

521
00:39:13.559 --> 00:39:16.119
but you know, I being someone
to be able to understand what do I

522
00:39:16.159 --> 00:39:20.920
do with this all this this stuff
that's swirling. And so when you talked

523
00:39:20.960 --> 00:39:24.280
about just listening to them and you
know, caring for them, I think

524
00:39:24.280 --> 00:39:29.280
what we're what we're also speaking about
here is caring for your team members.

525
00:39:29.719 --> 00:39:31.360
So one simple thing that's coming to
my mind. I've got a couple of

526
00:39:31.360 --> 00:39:35.800
companies that I'm working with, and
they're really having a hard time with this

527
00:39:35.800 --> 00:39:38.599
thing of you know, working from
help the they like they they you know,

528
00:39:38.719 --> 00:39:42.639
some of it does come down to
mistrust. They don't trust that the

529
00:39:42.639 --> 00:39:45.360
work's going to get done, which
gets conveyed. Even if they don't say

530
00:39:45.360 --> 00:39:49.960
it with words, it gets conveyed
a message received by by the team member.

531
00:39:50.840 --> 00:39:53.800
But what's what I found, especially
in December, January and the early

532
00:39:53.840 --> 00:39:58.360
part of February when COVID, you
know, was really really spiking, is

533
00:39:58.639 --> 00:40:00.599
a lot of employees were having a
hard time with having to come into the

534
00:40:00.599 --> 00:40:05.119
office. They didn't feel safe,
and you know, to keep your job,

535
00:40:05.119 --> 00:40:07.400
you've got to come to the office. And I think that's a perfect

536
00:40:07.440 --> 00:40:12.599
example of not demonstrating that you care
for your employees, that you're extending that

537
00:40:12.639 --> 00:40:15.760
you care about their well being,
right, perfect example. And I can

538
00:40:15.800 --> 00:40:19.920
remember when this thing was first unfolding, a couple of my colleagues said,

539
00:40:19.960 --> 00:40:22.440
you know what I mean, Like
first, this is now two years they

540
00:40:22.480 --> 00:40:25.440
said, this is probably going to
turn into a time when you're going to

541
00:40:25.519 --> 00:40:29.519
talk to people that say, so
do you go to the office Tuesdays and

542
00:40:29.559 --> 00:40:31.639
Thursdays? So you go Monday,
Wednesdays and Fridays. You know, it's

543
00:40:31.679 --> 00:40:35.880
not going to be that you go
every every day anymore. And so I

544
00:40:35.920 --> 00:40:38.559
think, what what's you're surfacing law
is really important, you know, and

545
00:40:38.960 --> 00:40:42.880
you know, managing and then of
course through that's the whole thing of balancing

546
00:40:43.440 --> 00:40:46.280
how do you get work done in
an organization and as well as take care

547
00:40:46.280 --> 00:40:51.880
of your people. Yeah, there's
definitely accountability that has to be there of

548
00:40:52.000 --> 00:40:55.440
like, hey today, this is
your expectations. So again goes back to

549
00:40:55.480 --> 00:41:01.400
communication, our managers being really clear
about timelines for projects. And yes,

550
00:41:01.440 --> 00:41:05.719
I do want to stop and say
being a manager and a director, being

551
00:41:05.760 --> 00:41:09.639
an employer is a difficult thing.
Without a doubt, not going to take

552
00:41:09.639 --> 00:41:17.199
anything over specially now, especially absolutely, there's also a piece of situational awareness.

553
00:41:17.639 --> 00:41:22.639
And I think what happened and turned
a lot of people off, maybe

554
00:41:22.639 --> 00:41:28.000
from their current workplaces, is they
felt that, hey, you're asking me

555
00:41:28.119 --> 00:41:30.800
to do this when we don't really
know what's going on. I don't feel

556
00:41:30.800 --> 00:41:37.480
physically safe. But also no,
I don't feel really necessarily necessarily psychologically safe.

557
00:41:37.880 --> 00:41:43.519
And it's that lack of situational awareness
of look around, understand where the

558
00:41:43.679 --> 00:41:50.880
other person is coming from, put
yourself in their shoes, and then respond

559
00:41:51.320 --> 00:41:55.880
with that information with that context,
because I think sometimes we get in that

560
00:41:57.000 --> 00:42:00.239
like Nope, this is the memo
and this is how it is, and

561
00:42:00.280 --> 00:42:05.440
we totally detached from do you understand
how this comes? Across like if you

562
00:42:05.599 --> 00:42:09.719
sat back and read it as one
of your team members, if this were

563
00:42:09.800 --> 00:42:15.159
given to you, how would you
respond to it? And I think that

564
00:42:15.320 --> 00:42:22.280
is a really important piece for those
in leadership positions to you know what,

565
00:42:22.519 --> 00:42:27.639
have someone else read the memo,
whether that's your spouse or whether that's another

566
00:42:28.679 --> 00:42:31.639
you know, someone else in the
office before you actually send it out,

567
00:42:32.239 --> 00:42:38.199
because there has been a lot of
damage done when people were not situationally aware

568
00:42:38.519 --> 00:42:43.800
and then those situations made it all
over social media and it doesn't make your

569
00:42:43.840 --> 00:42:46.559
company look too good or glass door
for that matter. They show up on

570
00:42:46.599 --> 00:42:51.639
glass Door. So back to this
whole situational awareness thing. You know,

571
00:42:51.840 --> 00:42:53.880
one of the things that I've really
gotten present to working with my clients and

572
00:42:54.239 --> 00:42:58.920
their team members is, you know, think about this the last two years,

573
00:42:59.159 --> 00:43:00.920
although it has been nice to work
from home, but you're still in

574
00:43:00.920 --> 00:43:05.159
the situation where a lot of these
people who are employees, they're caring for

575
00:43:05.320 --> 00:43:07.880
children who are trying to be homeschooled
because they couldn't go to school. So,

576
00:43:08.119 --> 00:43:12.920
you know, just trying to handle
kids and keeping them focused and or

577
00:43:13.039 --> 00:43:16.280
taking care of parents or extended family
members. You know, just a lot

578
00:43:16.320 --> 00:43:21.920
of bandwidth drain if you will write
on people so and then still trying to

579
00:43:21.920 --> 00:43:24.519
be a productive and focused at work, and yet they're and they're tired and

580
00:43:24.639 --> 00:43:29.360
overwhelmed, or maybe they caught COVID
and they're sick. I mean I talked

581
00:43:29.400 --> 00:43:34.039
to somebody who you know, had
taken a couple of days off from from

582
00:43:34.039 --> 00:43:37.800
from work and because his a very
important family member of his has died from

583
00:43:37.800 --> 00:43:40.679
COVID, and he said, I'm
on the way to the funeral and my,

584
00:43:40.679 --> 00:43:45.119
my, my, my work is
calling saying where is that report that

585
00:43:45.159 --> 00:43:46.559
you said you were going to send
tocent. I know you're dealing with some

586
00:43:46.599 --> 00:43:49.800
family stuff, but you know,
when do you think you could send it?

587
00:43:50.840 --> 00:43:54.519
Walking into the funeral as we speak? Could you cut me some slack?

588
00:43:55.039 --> 00:44:00.519
You know? So s total lack
of situational way us. Right.

589
00:44:00.559 --> 00:44:04.119
So I think if we really step
back and you know, we recognize what

590
00:44:04.199 --> 00:44:07.159
people have really been through these last
two years and just a little bit of

591
00:44:07.199 --> 00:44:12.280
empathy here and so, then then
that means we have to give people the

592
00:44:12.599 --> 00:44:15.000
ability to talk about when they don't
it's I don't, I'm not okay,

593
00:44:15.039 --> 00:44:20.519
it don't feel good. So making
you know, talking about mental health openly

594
00:44:20.559 --> 00:44:22.159
whereas we didn't used to be able
to do that, so you know,

595
00:44:22.239 --> 00:44:25.480
making that more of a practice.
So what else can you can you tell

596
00:44:25.559 --> 00:44:30.800
us that you would recommend that employers
can do to be able to create a

597
00:44:30.840 --> 00:44:35.320
workplace where they're honoring that well being. Well. One of the things going

598
00:44:35.360 --> 00:44:39.960
back to the feedback is anonymous feedback. So when I was things consulting for

599
00:44:40.239 --> 00:44:45.000
a nonprofit for example, and they
were wanting to know, well, what

600
00:44:45.000 --> 00:44:50.039
what are they really thinking? Was
the team think that the team had fear

601
00:44:50.239 --> 00:44:57.039
of some kind of retribution? So
what I recommended is that you have formed

602
00:44:57.079 --> 00:45:00.679
not something that you can do online
per se, because then people are like,

603
00:45:00.719 --> 00:45:02.559
oh, well it could be traced
back to my email or whatnot.

604
00:45:04.960 --> 00:45:09.000
Yeah, the IP so something printed
up, something that they could either type

605
00:45:09.000 --> 00:45:14.800
in if they wanted to, or
you know, handwrite, because most things

606
00:45:14.960 --> 00:45:17.679
were not handwriting anymore. So it's
a little bit you know, trickier to

607
00:45:17.719 --> 00:45:22.599
figure out whose handwriting is who.
But it gets submit and one lump sum,

608
00:45:22.639 --> 00:45:28.960
so it's not individuals turning it in
at individual times. It's like it

609
00:45:29.000 --> 00:45:34.440
all goes into one big envelope or
one big box or whatever, and then

610
00:45:34.559 --> 00:45:37.079
it's just you know, someone goes
through it and maybe even better yet,

611
00:45:37.519 --> 00:45:43.519
having it be a neutral person,
so not even the manager that goes through

612
00:45:43.559 --> 00:45:46.360
it, someone that's neutral, that
really doesn't have skin in the game and

613
00:45:46.480 --> 00:45:52.679
let them tally the results. And
then there's that one more degree of separation,

614
00:45:52.079 --> 00:45:58.079
and that helps build some trust.
But then once you have the information,

615
00:45:58.679 --> 00:46:00.880
what are you going to do with
that? It's the follow through,

616
00:46:01.280 --> 00:46:07.079
yes, for you know, and
you've probably heard it too that people said,

617
00:46:07.079 --> 00:46:09.760
well, yeah, I spoke up
and I made the suggestion and nothing

618
00:46:09.800 --> 00:46:14.960
ever happened precisely, so lack of
trust there, it's like, well,

619
00:46:15.000 --> 00:46:19.320
why do I even bother because nothing's
going to change. It's even more demoralizing

620
00:46:19.360 --> 00:46:22.639
for sure. Absolutely, yeah,
So I mean those are first steps.

621
00:46:22.679 --> 00:46:29.559
But I would also if there's EAPs
employees assistant programs, make sure that's left

622
00:46:30.119 --> 00:46:34.400
or made available for employees. There
are different training groups that come in.

623
00:46:34.440 --> 00:46:39.840
There's Workplace Mental Health Institute that I'm
the North North American representative, and we

624
00:46:39.960 --> 00:46:44.320
go in and do trainings for companies
of like, hey, this is how

625
00:46:44.360 --> 00:46:47.559
you manage this in the workplace.
Okay, great, we're running out of

626
00:46:47.559 --> 00:46:51.920
time, Laurie, were just's running
away here quick, any last quick,

627
00:46:52.000 --> 00:46:54.840
quick part tips you can give to
us. I think a great way to

628
00:46:54.880 --> 00:47:01.039
build a team workplace and also give
people a sense of purpose is figure out

629
00:47:01.079 --> 00:47:06.639
ways to have volunteer activities. It's
a great way to team build. It's

630
00:47:06.679 --> 00:47:08.679
a great way for people feel sense
of purpose. It's a great way if

631
00:47:08.719 --> 00:47:14.679
you as talk strictly marketing, to
get your company's name in the community in

632
00:47:14.679 --> 00:47:21.280
a positive way. But I think
there's so many benefits in service. Agreed.

633
00:47:21.920 --> 00:47:23.920
So you know this show is listened
to by people across the world,

634
00:47:24.039 --> 00:47:29.000
and it's all about being able to
elevate workplaces and creates inspirational leaders and new

635
00:47:29.000 --> 00:47:31.159
business at better as the world.
Just in say twenty seconds, what would

636
00:47:31.159 --> 00:47:36.159
you like to leave us with?
My big thing is just here to serve.

637
00:47:36.199 --> 00:47:39.079
When we have a service attitude,
whether as in leadership or as a

638
00:47:39.079 --> 00:47:45.400
team member, it changes our perspective. And when you lead with service as

639
00:47:45.400 --> 00:47:50.400
your mindset, you leave the world
a better place. I agree, Laurie,

640
00:47:50.400 --> 00:47:52.199
and I thank you so much for
your heart and your contribution to this.

641
00:47:52.280 --> 00:47:54.920
It's so great to know you in
You're in my own backyard. So

642
00:47:55.360 --> 00:47:59.880
you can run, but you can't
hide. I'll find you. Thanks for

643
00:48:00.000 --> 00:48:04.400
coming on. Thank you listeners and
viewer. If you will learn more about

644
00:48:04.440 --> 00:48:07.760
Lorie Van and the work she does
improving mental health or her books, you

645
00:48:07.760 --> 00:48:09.800
can visit her at a couple of
sites. One is Lori Van dot com.

646
00:48:09.880 --> 00:48:15.719
Let me spell that for you l
O r I v Ann Lori Van

647
00:48:15.840 --> 00:48:21.880
dot com or Van Associates dot com
via n N Associates dot com. Last

648
00:48:21.920 --> 00:48:22.960
week, if you miss the live
show, you can always catch it via

649
00:48:23.039 --> 00:48:27.719
recorded podcast. We were on the
earth doctor ron Jay Gulati, a Harvard

650
00:48:27.719 --> 00:48:30.480
professor and the author of Deep Purpose, The Heart and Soul of High Performance

651
00:48:30.480 --> 00:48:36.360
Companies, was an incredibly elevating yet
completely accessible conversation. The man is brilliant

652
00:48:36.400 --> 00:48:39.480
and he really just rocked the conversation. You got to catch it. Next

653
00:48:39.519 --> 00:48:44.119
week we'll be on the air with
Melanie Pump talking about her book DTOX,

654
00:48:44.239 --> 00:48:47.280
Managing Insecurity into Workplace. See you
there. Remember that work is at least

655
00:48:47.320 --> 00:48:52.960
a third of our lives, So
let's work on purpose. We hope you've

656
00:48:52.039 --> 00:48:55.840
enjoyed this week's program. Be sure
to tune in too. Working on Purpose

657
00:48:57.159 --> 00:49:01.000
featuring your host, doctor Elise Cortez, each week on the Voice America Empowerment

658
00:49:01.119 --> 00:49:07.960
Channel. Together, we'll create a
world where business operates conscientiously, Leadership inspires

659
00:49:08.000 --> 00:49:14.360
impassioned performance, and employees are fulfilled
in work that provides the meaning and purpose

660
00:49:14.440 --> 00:49:17.400
they crave. See you there.
Let's work on purpose.