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 Cortes. Hi there,

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welcome back to the Working on Purpose
Program. Thanks for tuning it again

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this week. I'm your host,
Doctor Release Cortes. Join you live from

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

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

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therapist, inspirational speaker, social scientist, and author. My team and I

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help companies discover and articulate their purpose
to embedded into culture and operations. We

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work with forward thinking or forward reaching
organizations to develop inspirational leaders who create cultures

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where people actually want to come to
work and do their best, and we

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provide programs like the Grab Your gusta
that enable individual team members to discover and

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

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You can learn more about us now. We can work together at at

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least coortes dot com. With us
today is Lori van Our, licensed Professional

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Counselor Supervisor practicing Mental Health Counseling and
LPC Associate Supervision in the state of Texas.

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

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is red. She's a regarded behavioral
health expert and founder of FAN and Associates

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

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including 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

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

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being sought out by so much today's
workforce. She know you today from the

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greater Dallas area. Lourie, Welcome
to Working on Purpose. Thank you,

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it is a pleasure to be here
today. Thanks right, you know this

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

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with it, 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 this 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 in regard as an authority and
non suicidal self injury, and I've been

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working with that for over twenty years
and wrote four our five books on that

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

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oftentimes did into that is perfectionism.
Perfectionism is something that's also an area of

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expertise for myself that I've worked with
people as young as probably ten years of

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age up into well into the adult
years that struggle with it. And having

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

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America, I saw perfectionism as one
of the key factors in them going on

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to short term disability. And it's
also something that I see so many students

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struggle with and that becomes a factor
for well them not doing well in school.

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And on a global part, I
see perfectionism connected into things like substance

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misuse and maybe eating disorders, self
injury, and just a whole slew of

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not great coping skills to deal with
it. But yes, I've worked all

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around the place from impatient psych outpatid
shit director of a nonprofit and then here

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in my private practice with the other
counselors here under my supervision, or just

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in my office. Wow, a
lot to draw from, Laurie. That

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is really an impressive, extensive background
to draw from, and that makes me

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think that you have your really well
positioned to comment on. I'm very interested.

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I just had today a lunch with
a friend of mine and we were

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talking about this topic. Help us
from your vanished paint, your vantage point,

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understand what's going on in the workplace
these last couple of years. We've

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been at the pandemic for a couple
of years now, and there's a lot

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of things happening which we're going to
also address on the show, but paint

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for us what you see going on
in the workforce these days. There's been

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a lot of changes and it's one
of those I think we're not going to

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be able to put the genie back
in the bottle. Well said, yes,

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yea, And in some ways,
I think that's a really good thing

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because the pandemic, especially very early
on, and we didn't understand it,

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and there's so much fear and anxiety, and we were forced to stay at

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home in many, many different job
markets, and I think that became the

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reality check. I think for many
people it was that realization of what really

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matters in life when you're faced with
the fears that were being put out there

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

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

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

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

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am I doing what I want to
do? Am I really okay giving sixty

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hours sometimes more of my life to
a job that I feel is dead end

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that has no purpose, that takes
me away from my family, from the

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

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

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

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

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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 done

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

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

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

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

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

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

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The commute I think has been a
helpful quality of life improvement. Yeah,

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but the one complaint I have about
that is that's what a lot of

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people would listen to my show,
you know. You know, so that's

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the only thing, the only downside
of that. But one let me let

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me time into what you said,
because this is so important for people to

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really understand this phenomenon that has occurred
in society across the world. I think

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a couple of the things that bear
pointing out from my perspective and love your

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perspective on it is last week where
we were on are with doctor ron J.

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Gulatti, and he wrote a book
called Deep Purpose, and he had

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

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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 with

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

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

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

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

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

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I love your perspective on this that
I have read somewhere is that part of

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what's causing and undergirding that is that
one that people were cooped up for a

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

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There was hard to make a change
during the height of the pandemic and a

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lot of things going on on moving
parts, they were taken care of kids

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or elder elder members of the family, et cetera. So when you think

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about, you know, when you
feel sort of stuck in life, you

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know, it's really hard to change
your spouse, it's really hard to change

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

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live in. But you can change
jobs pretty easily, right, So this

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idea that you know, if you
can just I'm moving on from something,

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it's going to be this job.
Do you have any any perspective or thought

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or have you have you learned something
about that connection Why people are quoting their

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jobs. I mean, partially it
is the unhappy factor. They didn't feel

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appreciated and life short. Life is
just too short to be miserable. And

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

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the 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 our physical and psychological health to

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something that doesn't treat us well,
that doesn't appreciate us. I mean that's

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almost like dare I say, almost
being in an abusive relationship? Well,

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yeah, I mean that I'm trying
not to be too casual about that,

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but we do know some jobs were
actually sort of borderline abusive and not taking

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care of their employees, of their
safety, whether that's physiologically or psychologically.

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And again, I think that sense
of life is too short to sacrifice all

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of those very valuable things for what. And I think there's also that sense

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of purpose, that wake up call
that whenever we go through something big and

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traumatic, and definitely there's a lot
of trauma that's happened with COVID. It's

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that opportunity to step back and assess
our life and go is it going where

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I want to go? Do I
feel like I am contributing? Do I

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feel like I have value? But
I'm also providing value? And in general,

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I've come across so many employees that
they got burnt out that they wanted

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to leave their jobs because they're like, I have no sense of purpose.

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I go on each day and I
assemble my widgets, or I do my

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payroll report, or I do whatever
thing, and for what, like what

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benefit is there to it? I
am not leaving a legacy. I feel

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like I'm not really doing anything meaningful. And when you lack purpose, you

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become depressed. So I think being
at home too gave people a lot of

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time to just pause and really reflect
on where their life was going. I

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completely agree with that, Laurie.
And so you know, as you might

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remember, my whole jam is about
helping people to access their passion, inspiration,

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meaning and purpose. And I,
because I know how vital that is,

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it goes right smack into loogal therapy
for me. So I totally am

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picking up what you're laying down,
shall we say? So, now let's

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turn it over then to the other
side. Then, So if you know,

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I know, there are a lot
of companies, including the clients that

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I'm working with right this very moment, who were struggling to be able to

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find people to join their team and
stay on the team. If we've now

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presence kind of maybe what's undergirding the
great resignation? So what can employers do

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to address that? What can they
do to stop and stem that tide.

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Well. One of the things I
talk about is a behavioral health consultant for

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companies is that you know, obviously
you want to attract the good employees,

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you want to maintain them, retain
them, and keep them happy. Even

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before the pandemic, when I was
working more in the Lost CLEANUS irving area

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around a lot of Fortune five hundred
companies, I was filling out quite a

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bit of short term disability paperwork,
which obviously isn't great for the employee.

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It's obviously really bad for the company
and for the coworkers. So even back

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then I saw the situation of burnout
and what it came down to is it

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

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really big piece of it. When
people feel like they have no autonomy,

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they feel like again lack of purpose
and their job, when they feel like

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people are breathing down their neck and
that's not being trusted. And that also

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goes to respect and that you know, the layers responsibility keep getting added,

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but there's no appreciation to it,
there's no compensation for it. Eventually you

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get burnt out. Laurie, that
is one of the best succinct well put

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together ways to help understand really what
was behind all this. And I do

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know, you know, when companies
feel like, okay, we're doing something

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different. People are working from home. Are they working from home or are

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they doing the laundry or they're watching
their favorite you know, football game or

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whatever it is. And then of
course, and then then they don't trust,

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so they micromanage, and then of
course the employee feels the mistrust and

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shame shrinks back. It's a vicious
cycle. So that really actually helps.

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And so one of the things I
teach clients that I'm working with is the

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importance of extending trust in order to
be able to connect with your employees to

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extend that trust. And sometimes it
doesn't always work. Some people don't work

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very well from home, and to
your point earlier, some of those people

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got weeded out. And but it's
really interesting how you put this together.

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So, you know, so how
can employers, what can they do to

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start to be able to support this
more hybrid workforce, this virtual workforce,

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and continue to meet the demands of
this changing work course. I do think

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communication is a big piece. So
when I work with clients coaching counseling either

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one. I say think of it
as this triangle, and part of the

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triangle is communication, trust, respect. If you're not communicating, it's hard

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to trust someone because you fill in
the blanks, you make assumptions. Truly,

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if you're not communicating, then that's
also a sign of lack of respect.

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It's like, I don't even have
the time and effort to even communicate

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with you. Well, yeah,
that's pretty disrespectful. And if you don't

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trust someone, then you don't respect
them. So the three just work together.

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So I would encourage employees managers you
have to start with the communication.

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You can't make assumptions. You can't
assume, for example, the employee thinks

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

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think the same way that you do, because they're there's some benefit in seeing

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things from a different angle, a
different point of view, And I think

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sometimes that becomes a little threatening because
we may interpret it as oh, they're

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saying I'm wrong. That's not the
case at all. But if you communicate

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with someone, then you can find
out their point of view and go,

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oh, it's not what I thought
it was, and likewise they better understand

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you and go, oh, so
my boss isn't some soob that this is

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actually their thought process? Yeah?
It simplistically left brainers versus right brainers.

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Right right, Such important points for
us to be talking about, Laurie.

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So let's rob our first break here. I'm Alice Cortez, your host.

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We've run the year with Lori Van. She's an international speaker, media guest,

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and five time author. She is
a regarded behavioral health expert and founder

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of Band and Associates, coaching,
counselor and consulting. We've been talking a

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bit about the great resignation and what's
underneath it when employers can do to start

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to address it. After the RIK, we're going to get into more about

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perfectionism. Bround. Stay with us, We'll be right back. Doctor Release

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

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

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

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To learn more or to invite Elise
to speak to your organization, please

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visit her at Eleasecortes dot com.
Let's talk about how to get your employees

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working on purpose. This is working
on Purpose with doctor Release Cortes. To

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

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Elise Alise at Eleasecortes dot com.
Now back to working on Purpose. Thanksing

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with us, and welcome back to
the program. Before we get back in

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through the content, I want to
invite you to check out the book I

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put out in fall of twenty twenty. It's called Purpose Ignited, How Inspiring

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Leaders Ignite Passion and Elevate Cause,
which is on Amazon. I wrote it

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to awaken readers to their passionate purpose
and help transform them into inspirational leaders who

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

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

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

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

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program. My guest is Lori Van, a Licensed Professional Counselor supervisor practicing Mental

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health counseling and LPC Associate supervision in
the state of Texas. We've been talking

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before about what was starting to be
undergoing a great resignation. Now IM going

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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 perfectionate perfectionism is, but really,

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from your vantage point technically, what
is it and why is it such a

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

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So everyone thinks of what I call
thee hundred percenter, the stereotypical perfectionist,

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THEAH nineties, not gonna have it
has to be one hundred and oftentimes

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this is a person that after they've
achieved one goal, they can't really enjoy

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

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esteem that goes with this type of
perfectionist. Now, a lot of companies

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take advantage of that particular type of
perfectionist, and I'm going to say sometimes

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

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

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things done in the timeline did excellent, So let's raise the bar and they're

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

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raised to the point they can't meet
that bar anymore. And that's where I

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

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Now, the other types of perfectionism, you do have what I call it

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all or nothing, and sometimes that
actually looks like procrastination. It's an individual

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that goes, I'm gonna get done, but please let me do it on

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

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

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that just throws them off. They
hate that. So oftentimes the night before

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somethings do, that's when they're doing
it. And it's not because they were

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being lazy, it's because cognitively that's
how they work. There are those that

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I refer to as start over perfectionists, and you tend to see this maybe

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more in the artistic sense of they
will see every little flaw and may not

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turn something in because it's never perfect
enough for them to trend in or they

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might keep starting it over of like
Okay, yeah, but there's this and

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I just need to redo it again. And that comes to the phrase of

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done is better than perfect. The
thing I work with them on. And

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the last one is a fear of
failure, of perfectionist. And this person

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often gets ummobilized by that fear of
not doing well, of failing, so

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they'll either not even attempt something.
They're like, I'm not even going to

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put myself out there, and that
could look like the employee that never volunteers

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for anything, that never tries to
do something, and again initially may look

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like, oh, they're just being
a slacker, but not necessarily and that's

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where communication comes in and find out
the why. Yeah, there's a lot

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of things I could talk about with
that. It's fascinating. I don't think

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I would have ever ever fleshed that
out like that, But that's why you're

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the expert. So the first one
I recognize the one hundred percenters. I

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recognize those being that I've done a
lot of work in organizations and continue helping

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them understand how to engage is their
workforce, in other words, how productive,

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how connected is their workforce to the
company. And so you know,

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what we find is to your point
is those people that are oftentimes you know,

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uber engaged and really engaged, at
some point they do burn out because

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what happens is they you know,
their own efforts, they just run out

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of steam. And then two the
company relies on them so much and gives

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them more and more work because they
just keep performing. And so it's a

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self fulfilling again vicious cycle. So
that one I recognize, the other ones

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I don't recognize as much. So
I wanted to translate that into you know,

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more of corporate speak as well.
And for those of you who are

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listening, here's what's interesting is I
recognize myself on the first one, and

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that I do. I'm constantly like
I, you know, I finished this,

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this book or this one, and
I go onto the next thing.

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So I do recognize myself there,
but I also recognize myself in that thing.

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There's something about like, you know, knowing that I I knew that

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I was supposed to get this thing
done, you know, two months ago,

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but I'm working on it liter of
the day before. But there's something

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in that that, like juices and
jazz is meet what is that I and

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I bring it? I mean it
happens. Yeah, I think there is

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an adrenaline piece to it, you
know, without a doubt, we're more

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focused where there's the sense of that
pressure. And some people theoretically do work

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better under pressure, and I think
maybe even those that have some ADHD traits

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may do better in that kind of
environment. They need that kind of pressure.

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But the key pieces that again,
they don't have anything else. They

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have cleared their plate, so that
is the only thing that they are focusing

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on and that's what they need.
And during the average work day, there's

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so many distractions. There's so many
things going on of like hey can you

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work on this project? Hey can
you do this for this project is outstanding?

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And what about this and this?
And so when they have that task,

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they are being rug pulled in so
many different directions. They can't really

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do the main thing they need to
do, and that's where it ends up

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being that wait till the night before
and they feel that pressure, but there's

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also a little bit of the relief
of I don't have anything else to work

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on, like this is it?
This is all I get to do.

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So for managers, some of This
is fleshing out what kind of employee do

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you have, which of those four
boxes, if any, because you may

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have employees that don't fit into one
of those four types of perfectionists, and

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that's great too, But figure out
if you have an employee that struggles with

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getting work done, that they may
not be actively participating, that something just

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seems to be off. Talk with
them, Go to them some of these

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traits, some of these characteristics,
see if they relate to any of them,

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and then it's working with them to
see how can you bring out their

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most productive self by harnessing that personality
type. And the thing is is that

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in work, just like in school, a lot of times were cookie cutter

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of like, no, it has
to be done this way. And just

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like in school, not every employee
is cookie cutter and thinks and works in

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the same way. Mm hmm.
You know what what you're making me think

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

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

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my number one strength was a chieper. 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 I'm working with here in Dallas

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and my team and I are doing
some exit surveys because there some people are

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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 felt

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they weren't being challenged enough. They
felt like they weren't being asked to do

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enough. They had there was too
much slack in the rain, if you

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

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

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

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better if you just threw 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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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

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Golden rule treatosee you would do unto
yourself not the platinum rule, which is

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treatose as they want to be treated. Right. So if we find out,

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to your point, how does the
employee work best, maybe they need

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

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they they jammed their best. And
somebody else is like, I need to

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finish one at a time, but
I'll knock it out of the park each

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time. To your point, communication, yes, it absolutely is. And

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you have an element of boundaries too, which haven't touched on, because boundaries

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are a really big piece of one
on the burnout side, but also on

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the perfectionism side. And what I
see is the individuals that struggle with setting

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good boundaries, they struggle with being
assertive. They're the ones more likely to

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go to the short term disability as
well, because they get into people pleasing

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and they might go into that job
being the super go getter and give me

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all the projects and I can do
it because I want to please you,

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and they give, give, give, and at some point there's no more

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give I mean to give, you
know, we only have a certain amount.

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Yeah, the tank gets empty.
And they set such a high standard

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

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

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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 just

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maybe giving the eighty percent, maybe
one hundred percent, but maybe a little

365
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bit less than they don't get the
same eyebrows raised because they already set that

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

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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 they

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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

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

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

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

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work in the space too, and
burnout, boy, I mean, it

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

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about burnout. How would you,
you know, describe that from more of

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a you know, a therapeutic vantage
point. What is it and why is

378
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it such a problem. I like
to keep things pretty simplistic. It's it's

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similar and nature. Actually, when
someone becomes severely depressed, which depression on

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burnout, do you sort of go
together and it's the your give a care?

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Just isn't there anymore I care?
Figure I edit that part make it

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00:28:18.799 --> 00:28:25.359
nicer, but I mean it's really
it's a numbness. A lot of employees

383
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report like I just go in and
I'm going through the motions. I've got

384
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nothing left to give that I'm barely
surviving. Getting up bed is a chore.

385
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H and again very much parallels a
lot with depression. And they don't

386
00:28:42.160 --> 00:28:47.359
have the energy, they don't have
the motivation. There's just nothing that's giving

387
00:28:47.440 --> 00:28:53.599
them excitement. There's this at hendonia
that's present. It's just that's an interesting

388
00:28:53.640 --> 00:28:57.319
word. Never heard it. Say
it again? Please? Oh at hendonia.

389
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It's the it's a clinical term of
its lack of enjoyment. It's the

390
00:29:02.960 --> 00:29:07.359
blah. Yeah, Now this sounds
a lot like depression. How is it

391
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different? To me? Burnout really
does fall in the depression category. I

392
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really think they work together. You
could have burnout that maybe goes with some

393
00:29:18.160 --> 00:29:25.440
anxiety, but there's also understanding anxiety
and depression work in tandem. The majority

394
00:29:25.480 --> 00:29:26.920
of the time, if you have
one, you're gonna get the other.

395
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How that manifests in a workplace environment
is maybe initially it starts off with anxiety

396
00:29:33.599 --> 00:29:36.519
of like, oh my gosh,
there's so much I have to get done,

397
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and can even go into panic attacks
because I have plenty of individuals that

398
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we did disability paperwork because the panic
attacks were so bad they couldn't even go

399
00:29:47.319 --> 00:29:53.160
into the parking lot because they got
so anxious about going into work and that

400
00:29:53.319 --> 00:29:56.920
fear, that worry that like what's
a going to be today? And is

401
00:29:56.960 --> 00:30:03.480
the boss going to say something?
Able to perform and whatever thoughts go through

402
00:30:03.519 --> 00:30:07.480
their mind. But it takes a
lot of energy to be anxious. I

403
00:30:07.480 --> 00:30:11.680
mean, that's that's a lot of
adrenaline pumping through your system, and at

404
00:30:11.720 --> 00:30:18.519
some point you can get a drenal
failure or you just get that exhaustion where

405
00:30:18.599 --> 00:30:25.279
your glands just I got nothing like
there's no powering down. Powering down absolutely.

406
00:30:25.359 --> 00:30:30.000
That's when we see people go into
medical hospitals. It's also where I've

407
00:30:30.000 --> 00:30:37.279
seen play If people go into behavioral
health hospitals, and that anxiety it is

408
00:30:37.359 --> 00:30:41.559
just the lack of energy and you're
just like, I can't be anxious,

409
00:30:41.559 --> 00:30:45.400
say more, there's nothing, and
so you fall into depression and that tired

410
00:30:45.720 --> 00:30:51.079
that no energy, no motivation,
no nothing. How it can work,

411
00:30:51.240 --> 00:30:55.920
how depression leads to anxiety is I
have low motivation. I'm not getting stuff

412
00:30:56.000 --> 00:30:59.000
done. I know I've got to
get stuff done, but I just I

413
00:30:59.039 --> 00:31:03.799
can't do it. So now the
anxiety's building of it's back there and it's

414
00:31:03.920 --> 00:31:07.440
just beating on me, and it's
just I know I gotta get done.

415
00:31:07.920 --> 00:31:11.359
And so anxiety just builds and builds
because you know you're not performing and you

416
00:31:11.480 --> 00:31:18.200
need to, but you got nothing
to perform with. So that's a simplistic

417
00:31:18.400 --> 00:31:25.680
example of how they work in tandem. And so yeah, well explained,

418
00:31:25.839 --> 00:31:29.000
and that helps us really situate what
we want to we want to talk about

419
00:31:29.039 --> 00:31:30.519
after we get back from the next
break, which is really how can we

420
00:31:30.559 --> 00:31:34.000
situate well being in the workplace.
So let's grab our last break. I'm

421
00:31:34.000 --> 00:31:37.920
at least Cortez your host. We've
run the Lori Van. She's an international

422
00:31:37.920 --> 00:31:41.720
speaker, media guest, and five
time author. She is a regarded behavioral

423
00:31:41.720 --> 00:31:47.319
health expert and founder of Band and
Associates Coaching, counseling and consulting. We've

424
00:31:47.319 --> 00:31:51.160
been talking quite a bit about perfectionism
and burnout, and now after the break,

425
00:31:51.160 --> 00:31:53.279
we are going to treat just really
what employees are looking for in the

426
00:31:53.319 --> 00:31:57.440
way of employers honoring their well being. Stay with us, We'll be right

427
00:31:57.440 --> 00:32:04.359
back. Doctor Release Cortes as a
management consultant specializing in meaning and purpose and

428
00:32:04.519 --> 00:32:09.599
inspirational speaker and author. She helps
companies visioneer for greater purpose among stakeholders and

429
00:32:09.640 --> 00:32:16.559
develop purpose inspired leadership and meaning infused
cultures that elevate fulfillment, performance, and

430
00:32:16.680 --> 00:32:22.319
commitment within the workforce. To learn
more or to invite Elise to speak to

431
00:32:22.359 --> 00:32:27.319
your organization, please visit her at
Eleasecortes dot com. Let's talk about how

432
00:32:27.319 --> 00:32:37.720
to get your employees working on purpose. This is working on Purpose with doctor

433
00:32:37.720 --> 00:32:43.319
Elise Cortes. To reach our program
today or open a conversation with Elise,

434
00:32:43.720 --> 00:32:51.519
send an email to Alise Alise at
Elisecortes dot com. Now back to working

435
00:32:51.559 --> 00:32:55.559
on purpose. Thanks for staying with
us, and welcome back to working on

436
00:32:55.599 --> 00:32:59.039
purpose. One other bit of news
that I want to share with you is

437
00:32:59.079 --> 00:33:02.559
at The anthology I spent a couple
of years finding people for and curating has

438
00:33:02.680 --> 00:33:06.920
just been released and it's a collection
of twenty five stories from women across the

439
00:33:06.960 --> 00:33:09.559
globe who share their intimate details of
finding their purpose and what they're now doing

440
00:33:09.599 --> 00:33:14.160
to serve from it. It's called
Passionately Striving and Why, an anthology of

441
00:33:14.200 --> 00:33:17.400
women who persevering widely delive their purpose. It's on Amazon and it is I'm

442
00:33:17.440 --> 00:33:22.240
so proud of that I could bust. We have stories from Australia to Zambia

443
00:33:22.319 --> 00:33:24.799
and they're personal and they will help
you discover your own purpose. And by

444
00:33:24.799 --> 00:33:29.039
the way, now I'm out scouting
the globe to recruit men who living their

445
00:33:29.079 --> 00:33:31.400
purpose and want to share their story. So contact me if you know someone

446
00:33:31.519 --> 00:33:36.200
or if you want to share your
story at Lisa eliscortest dot com. If

447
00:33:36.200 --> 00:33:40.240
you're just joining us my guests Lori
Van She's a Licensed Professional Professional Counselor Supervisor

448
00:33:40.319 --> 00:33:45.319
practicing Mental Health Counseling and LPC Associate
Supervision in State of Texas. She's an

449
00:33:45.319 --> 00:33:50.119
international speaker at Media Guest and five
time author. She joins us today from

450
00:33:50.160 --> 00:33:52.799
just outside the Dallas area. I'm
Alice Cortez, your host. So for

451
00:33:52.799 --> 00:33:57.039
those last bit, I really want
to focus on bringing us home into what

452
00:33:57.079 --> 00:34:00.079
can we do about this. We've
been presencing the problems of what's going on

453
00:34:00.039 --> 00:34:02.519
in the workplace, I think quite
handily. So now I want to focus

454
00:34:02.599 --> 00:34:07.440
on this notion of well being.
And I have had that on my radar.

455
00:34:07.599 --> 00:34:10.199
Lori gosh, I really got it, probably in twenty twenty one,

456
00:34:10.320 --> 00:34:14.639
and so when I cross paths with
you, I went ding ding ding,

457
00:34:14.719 --> 00:34:17.119
Yes, well being, let's talk
about that. So it's so important.

458
00:34:17.360 --> 00:34:21.840
And one of the things that you
said in our conversation was that you know,

459
00:34:21.840 --> 00:34:23.480
of course, we know that there
are five generations in the workforce today,

460
00:34:23.519 --> 00:34:27.440
but you say that the millennials,
which we know are quite large,

461
00:34:27.800 --> 00:34:30.880
are really looking for a company who
will honor their well being. So I

462
00:34:30.880 --> 00:34:36.199
want to finish this show this segment
here focused on this piece of well being.

463
00:34:36.800 --> 00:34:39.639
So first, since we positioned that
the millennials out there, can you

464
00:34:39.639 --> 00:34:44.599
help us understand what proportion of the
workforce do they comprise. I know they're

465
00:34:45.000 --> 00:34:46.280
quite a bit, but I don't
really know what the number is or the

466
00:34:46.320 --> 00:34:51.960
percentage. Well, they are thirty
five percent of the workforce, and that

467
00:34:52.039 --> 00:34:59.280
translates to fifty six million. They
are the largest representation in the workforce now

468
00:34:59.360 --> 00:35:06.199
right them Really close are the gen
xers at fifty three million. So pretty

469
00:35:06.280 --> 00:35:13.760
necinec there. But I dare say
it is that each generation has its own

470
00:35:13.840 --> 00:35:20.559
nuances and people give or I would
say millennials get a bad rap in the

471
00:35:20.559 --> 00:35:24.719
love ways. But I think they've
also brought to awareness some things that have

472
00:35:24.960 --> 00:35:31.320
been been going on too long and
probably shouldn't have been going on for that

473
00:35:31.480 --> 00:35:37.079
long. So while there's some things
that go okay, maybe that's a little

474
00:35:37.079 --> 00:35:43.039
extreme, there are other things like
expecting that your boss doesn't take advantage of

475
00:35:43.079 --> 00:35:46.599
you. I mean, that doesn't
sound like such a bad idea, It

476
00:35:46.639 --> 00:35:52.159
doesn't. Yeah, expecting that you'll
be treated with respect. I don't think

477
00:35:52.199 --> 00:35:59.159
that's such a bad concept. Expecting
to not give the best years of your

478
00:35:59.280 --> 00:36:04.039
life and slave away to the point
where you have health problems for your job.

479
00:36:04.559 --> 00:36:07.440
Yeah, I you know what,
I don't think that's such a bad

480
00:36:07.599 --> 00:36:14.159
concept there. So for millennials,
in one of the studies, one of

481
00:36:14.199 --> 00:36:17.519
the top things they are looking for
an employer is someone that's going to respect

482
00:36:17.519 --> 00:36:22.960
their well being, and that's on
a physiological and on a psychological level.

483
00:36:22.760 --> 00:36:30.559
Now how that may look depends on
who you ask within that demographic. But

484
00:36:30.960 --> 00:36:36.280
things of well, as I mentioned
the respect piece, but I'd also say

485
00:36:36.719 --> 00:36:39.599
even just feeling there's a fairness,
there's an equity, that there's not this

486
00:36:40.079 --> 00:36:45.800
favoritism, that there's not a discrimination. Yeah, that goes to psychological health

487
00:36:46.239 --> 00:36:51.719
when you feel that you're valued and
you're treated equally as an equal human being.

488
00:36:52.079 --> 00:36:58.679
Things of shorter work weeks. I
mean, America got into a really

489
00:36:58.679 --> 00:37:04.760
bad habit of even a six day
work week in some professions. That's ridiculous.

490
00:37:04.800 --> 00:37:09.519
Wow. And so now going from
okay, a lot of businesses,

491
00:37:09.559 --> 00:37:14.079
a lot of professionals working fifty sixty
seventy hours a week and go, you

492
00:37:14.079 --> 00:37:19.119
know what, why are we doing? And millennials saying it's not worth it?

493
00:37:19.159 --> 00:37:23.440
There have to be some other ways
besides sacrificing our health that we would

494
00:37:23.480 --> 00:37:27.760
like to have time with families.
Whenever we decide to have a family,

495
00:37:28.519 --> 00:37:32.719
that's good because that benefits the next
generation of employees. If employers want to

496
00:37:32.760 --> 00:37:37.360
put it in that context, you
know what kind of new employees are we

497
00:37:37.440 --> 00:37:42.519
going to be producing? If we've
stressed out the previous one are the ones

498
00:37:42.519 --> 00:37:47.920
that we have. And there's also
just the work from home aspect, and

499
00:37:49.519 --> 00:37:54.440
yeah, that did bring about some
definite benefits. I don't think it's you

500
00:37:54.440 --> 00:38:00.079
know, it's ridiculous. If your
job can do it, then allowing that

501
00:38:00.199 --> 00:38:02.840
is an additional option for your employees. I'm not saying five days a week,

502
00:38:04.639 --> 00:38:07.920
but maybe if they could have one
or two days out the five days

503
00:38:08.000 --> 00:38:13.519
where they get to work from home, that shows that you're listening to them.

504
00:38:13.599 --> 00:38:16.440
If that's something people want, you
need to listen to it. And

505
00:38:17.079 --> 00:38:22.840
there's definitely the ways to do that, not in every profession, but and

506
00:38:22.960 --> 00:38:28.239
a lot of them. And I
would encourage just listening, like actually sit

507
00:38:28.360 --> 00:38:32.039
down and listen to say, hey, what are the top five things that

508
00:38:32.079 --> 00:38:38.719
you're looking for? Regularly survey your
employees and even maybe changing the language of

509
00:38:38.760 --> 00:38:43.760
it from employees to like team members, because we're all sort of in it

510
00:38:43.800 --> 00:38:46.760
together, aren't we. Don't we
want more of a team culture? I

511
00:38:46.800 --> 00:38:50.519
would say so. Well, So
a couple of things came to mind as

512
00:38:50.559 --> 00:38:52.440
you were talking, Laurie, and
thank you for helping to sort of paint

513
00:38:52.480 --> 00:38:57.199
and broaden the picture for people to
understand. I know that you know,

514
00:38:57.360 --> 00:39:00.880
I'm working with some companies now they're
just exast ready by all this, and

515
00:39:00.920 --> 00:39:02.039
I, you know, it's really
hard work to be a leader today.

516
00:39:02.039 --> 00:39:06.800
I don't want to really honor that
who's ever listening or watching And if you're

517
00:39:06.840 --> 00:39:08.280
a leader going you're pulling your head
like, well, I don't know what

518
00:39:08.360 --> 00:39:12.239
to do. And I get it. That's why, you know, happy,

519
00:39:12.320 --> 00:39:15.840
happy to help in that regard.
But you know, I being someone

520
00:39:15.880 --> 00:39:17.719
to be able to understand what do
I do with this all this this stuff

521
00:39:17.719 --> 00:39:22.320
that's swirling. And so when you
talked about and just listening to them and

522
00:39:22.960 --> 00:39:25.800
you know, caring for them,
I think what we're what we're also speaking

523
00:39:25.800 --> 00:39:30.239
about here is caring for your team
members. So one simple thing that's coming

524
00:39:30.280 --> 00:39:34.360
to my mind. I've got a
couple of companies that I'm working with and

525
00:39:34.360 --> 00:39:37.000
they're really having a hard time with
this thing of you know, working from

526
00:39:37.000 --> 00:39:39.639
home. They like they they you
know, some of it does come down

527
00:39:39.719 --> 00:39:43.639
to mistrust. They don't trust that
the work's going to get done, which

528
00:39:43.679 --> 00:39:47.480
gets conveyed even if they don't say
it with words, it gets conveyed message

529
00:39:47.519 --> 00:39:52.480
received by by the team member.
But what's what I found especially in December,

530
00:39:52.639 --> 00:39:57.159
January and the early part of February
when COVID, you know, was

531
00:39:57.199 --> 00:40:00.639
really really spiking. Is a lot
of employees were having a hard time with

532
00:40:00.719 --> 00:40:04.199
having to come into the office.
They didn't feel safe, and you know,

533
00:40:04.480 --> 00:40:06.239
to keep your job, you've got
to come to the office. And

534
00:40:06.280 --> 00:40:10.679
I think that's a perfect example of
not demonstrating that you care for your employees,

535
00:40:10.719 --> 00:40:15.159
that you're extending that you care about
their well being, right, perfect

536
00:40:15.239 --> 00:40:19.039
example. And I can remember when
this thing was first unfolding, a couple

537
00:40:19.039 --> 00:40:21.800
of my colleagues said, you know
what I mean, Like first, this

538
00:40:21.880 --> 00:40:24.400
is now two years they said,
this is probably going to turn into a

539
00:40:24.480 --> 00:40:28.400
time when you're going to talk to
people that say, so, do you

540
00:40:28.440 --> 00:40:30.360
go to the office Tuesdays and Thursdays
or do you go Monday, Wednesdays and

541
00:40:30.400 --> 00:40:34.159
Fridays. You know, it's not
going to be that you go every every

542
00:40:34.239 --> 00:40:38.000
day anymore. And so I think
what your surfacing lawry is really important,

543
00:40:38.079 --> 00:40:42.000
you know, and you know,
managing and then of course that's the whole

544
00:40:42.000 --> 00:40:45.719
thing of balancing how do you get
work done in an organization as well as

545
00:40:45.840 --> 00:40:51.559
take care of your people. Yeah, there's definitely accountability that has to be

546
00:40:51.639 --> 00:40:54.800
there of like, hey, today, this is your expectations. So again

547
00:40:54.920 --> 00:41:00.039
goes back to communication, our managers
being really clear about timelines for projects.

548
00:41:00.719 --> 00:41:04.480
And yes, I do want to
stop and say being a manager and a

549
00:41:04.519 --> 00:41:09.159
director, being an employer is a
difficult thing. Without a doubt, not

550
00:41:09.199 --> 00:41:15.840
going to take anything over, especially
now, right especially absolutely, there's also

551
00:41:15.880 --> 00:41:22.719
a piece of situational awareness. And
I think what happened and turned a lot

552
00:41:22.760 --> 00:41:25.239
of people off, maybe from their
current workplaces, is they felt that,

553
00:41:25.480 --> 00:41:30.760
hey, you're asking me to do
this when we don't really know what's going

554
00:41:30.800 --> 00:41:34.039
on. I don't feel physically safe. But also now I don't feel really

555
00:41:34.440 --> 00:41:40.920
necessarily necessarily psychologically safe. And it's
that lack of situational awareness of look around,

556
00:41:42.440 --> 00:41:47.360
understand where the other person is coming
from, put yourself in their shoes,

557
00:41:49.159 --> 00:41:55.360
and then respond with that information with
that context, because I think sometimes

558
00:41:55.400 --> 00:41:59.360
we get in that like Nope,
this is the memo and this is how

559
00:41:59.360 --> 00:42:04.280
it is, and we totally detached
from do you understand how this comes across?

560
00:42:05.039 --> 00:42:07.840
Like if you sat back and read
it as one of your team members,

561
00:42:09.119 --> 00:42:14.599
if this were given to you,
how would you respond to it?

562
00:42:15.639 --> 00:42:21.280
And I think that is a really
important piece for those in leadership positions to

563
00:42:21.960 --> 00:42:24.840
you know what, have someone else
read the memo, whether that's your spouse

564
00:42:25.199 --> 00:42:30.800
or whether that's another you know,
someone else in the office before you actually

565
00:42:30.840 --> 00:42:37.280
send it out, because there has
been a lot of damage done when people

566
00:42:37.360 --> 00:42:42.559
were not situationally aware, and then
those situations made it all over social media

567
00:42:42.960 --> 00:42:46.039
and it doesn't make your company look
too good or glassdoor for that matter.

568
00:42:46.039 --> 00:42:51.480
They show up on Glassdoor. So
back to this whole situational awareness thing.

569
00:42:51.519 --> 00:42:53.320
You know, one of the things
that I've really gotten present to working with

570
00:42:53.360 --> 00:42:58.000
my clients and and their team members
is, you know, think about this

571
00:42:58.039 --> 00:43:00.199
the last two years, although it
has been nice to work from home,

572
00:43:00.239 --> 00:43:04.280
but you're still in the situation where
a lot of these people who are employees,

573
00:43:04.480 --> 00:43:07.840
they're caring for children who are trying
to be homeschooled because they couldn't go

574
00:43:07.880 --> 00:43:10.679
to school. So, you know, just trying to handle kids and keeping

575
00:43:10.719 --> 00:43:15.280
them focused and or taking care of
parents or extended family members. You know,

576
00:43:15.719 --> 00:43:21.079
just a lot of bandwidth draine if
you will, right on people so

577
00:43:21.119 --> 00:43:23.840
and then still trying to be productive
and focused at work, and yet they're

578
00:43:23.880 --> 00:43:28.840
and they're tired and overwhelmed and maybe
they caught COVID and they're sick. I

579
00:43:28.880 --> 00:43:32.360
mean I talked to somebody who you
know, had taken a couple of days

580
00:43:32.360 --> 00:43:37.239
off from from from work and because
he's a very important family member of his

581
00:43:37.400 --> 00:43:40.440
died from COVID and he said,
I'm on the way to the funeral and

582
00:43:40.480 --> 00:43:45.480
my my, my work is calling
saying where is that report that you said

583
00:43:45.480 --> 00:43:46.920
you were going to sit this?
And I know you're dealing with some family

584
00:43:46.920 --> 00:43:51.320
stuff, but you know, when
do you think you could send it walking

585
00:43:51.400 --> 00:43:54.559
into the funeral? As if we
speak, could you cot me some slack?

586
00:43:55.039 --> 00:43:59.840
You know, so you know,
situation, total lack of situation will

587
00:43:59.840 --> 00:44:02.199
wareness. Right. So I think
if we really step back and you know,

588
00:44:02.239 --> 00:44:07.239
we recognize what people have really been
through these last two years and just

589
00:44:07.440 --> 00:44:10.599
a little bit of empathy here and
so, then then that means we have

590
00:44:10.679 --> 00:44:15.400
to give people the ability to talk
about when they don't it's I don't I'm

591
00:44:15.440 --> 00:44:19.199
not okay, I don't feel good. So making you know, talking about

592
00:44:19.239 --> 00:44:22.199
mental health openly, whereas we didn't
used to be able to do that,

593
00:44:22.320 --> 00:44:24.400
so, you know, making that
more of a practice. So what else

594
00:44:24.480 --> 00:44:29.400
can you can you tell us that
you would recommend that employers can do to

595
00:44:29.440 --> 00:44:32.719
be able to create a workplace where
they're honoring that well being. Well,

596
00:44:34.320 --> 00:44:38.400
one of the things going back to
the feedback is anonymous feedback. So when

597
00:44:38.440 --> 00:44:44.599
those things consulting for a nonprofit,
for example, and they were wanting to

598
00:44:44.639 --> 00:44:47.239
know, well, what what are
they really thinking? Was the team think?

599
00:44:47.519 --> 00:44:52.320
But the team had fear of some
kind of retribution. So what I

600
00:44:52.440 --> 00:44:59.079
recommended is that you have a form, not something that you can do online

601
00:44:59.119 --> 00:45:00.400
per se, because then people are
like, oh, well it could be

602
00:45:00.440 --> 00:45:07.400
traced back to my email or whatnot. Yeah, the IP so something printed

603
00:45:07.480 --> 00:45:10.840
up, something that they could either
type in if they wanted to, or

604
00:45:12.400 --> 00:45:15.760
you know, handwrite because most things
were not handwriting anymore. So it's a

605
00:45:15.800 --> 00:45:21.280
little bit you know, trickier to
figure out whose handwriting is who. But

606
00:45:21.559 --> 00:45:25.840
it gets submitted in one lump sum
so it's not individuals turning it in at

607
00:45:25.960 --> 00:45:31.320
individual times. It's like it all
goes into one big envelope or one big

608
00:45:31.519 --> 00:45:36.719
box or whatever, and then it's
just you know, someone goes through it

609
00:45:36.760 --> 00:45:40.599
and maybe even better yet, having
it be a neutral person. So not

610
00:45:40.639 --> 00:45:45.039
even the manager that goes through it. Someone that's neutral, that really doesn't

611
00:45:45.079 --> 00:45:50.159
have skin in the game, and
let them tally the results. And then

612
00:45:50.199 --> 00:45:54.280
there's that one more degree of separation, and that helps build some trust.

613
00:45:54.360 --> 00:46:00.079
But then once you have the information, what are you going to do with

614
00:46:00.119 --> 00:46:05.119
that? It's the follow through.
Yes, you know, and you've probably

615
00:46:05.199 --> 00:46:07.480
heard it too that people said,
well, yeah, I spoke up and

616
00:46:07.519 --> 00:46:14.280
I made this suggestion and nothing ever
happened, precisely, so lack of trust

617
00:46:14.320 --> 00:46:16.079
there, it's like, well,
why do I even bother because nothing's going

618
00:46:16.159 --> 00:46:21.440
to change. It's even more demoralizing, for sure. Absolutely. Yeah,

619
00:46:22.039 --> 00:46:24.400
So I mean those are the first
steps. But I would also if there's

620
00:46:24.559 --> 00:46:30.920
eap's employees assistant programs, make sure
that's left or made available for employees.

621
00:46:31.360 --> 00:46:36.960
There are different training groups that come
in. There's Workplace Mental Health Institute that

622
00:46:37.280 --> 00:46:42.320
I'm the North North American representative,
and we go in and do trainings for

623
00:46:42.440 --> 00:46:45.039
companies of like, hey, this
is how you manage this in the workplace.

624
00:46:45.480 --> 00:46:50.480
Okay, we're running out a time, Laurie, we're just running away

625
00:46:50.480 --> 00:46:52.480
here quick, any last quick,
quick part of tips you can give to

626
00:46:52.559 --> 00:46:59.719
us. I think a great way
to build a team workplace and also give

627
00:46:59.760 --> 00:47:05.159
people a sense of purpose is figure
out ways to volunteer activities. It's a

628
00:47:05.199 --> 00:47:07.360
great way to team build. It's
a great way for people feel a sense

629
00:47:07.360 --> 00:47:10.559
of purpose. It's a great way
if you want to talk strictly marketing,

630
00:47:10.840 --> 00:47:16.480
to get your company's name in the
community in a positive way. I think

631
00:47:16.480 --> 00:47:22.280
there's so many benefits in service.
Agreed. So you know this show is

632
00:47:22.280 --> 00:47:25.119
listened to by people across the world, and it's all about being able to

633
00:47:25.159 --> 00:47:30.119
elevate workplaces and create ins inspirational leaders
and new business that betters the world.

634
00:47:30.559 --> 00:47:32.039
Just in say twenty seconds, what
would you like to leave us with?

635
00:47:34.159 --> 00:47:37.039
My big thing is just here to
serve. When we have a service attitude,

636
00:47:37.039 --> 00:47:42.559
whether as in leadership or as a
team member, it changes our perspective.

637
00:47:42.880 --> 00:47:46.599
And when you lead with service as
your mindset, you leave the world

638
00:47:46.639 --> 00:47:51.480
a better place. I agree,
Laurie, and I thank you so much

639
00:47:51.519 --> 00:47:53.159
for your heart and your contribution to
this. It's so great to know you

640
00:47:53.159 --> 00:47:57.320
in You're in my own backyard,
so you can run, but you can't

641
00:47:57.360 --> 00:48:02.280
hide. I'll find you. Thanks
for t's going on. Thank you listeners

642
00:48:02.320 --> 00:48:06.239
and viewers. You will learn more
about Lorivan and the work she does Improving

643
00:48:06.280 --> 00:48:08.199
mental health or her books. You
can visit her at a couple sites.

644
00:48:08.280 --> 00:48:13.119
One is Lorivan dot com. Let
me spell that for you l O R

645
00:48:13.320 --> 00:48:19.079
I v A n N Lorivan dot
com or van Associates dot com v A

646
00:48:19.280 --> 00:48:22.000
n N Associates dot com. Last
week, if you missed the live show,

647
00:48:22.039 --> 00:48:25.000
you can always catch it via recorded
podcast. We were on the doctor

648
00:48:25.039 --> 00:48:30.400
Ronja Gulati, a Harvard professor and
the author of Deep Purpose, The Heart

649
00:48:30.400 --> 00:48:35.360
and Soul of High Performance Companies.
Was an incredibly elevating yet completely accessible conversation.

650
00:48:35.440 --> 00:48:38.239
The man is brilliant and he really
just rocked the conversation. You got

651
00:48:38.239 --> 00:48:42.400
to catch it. Next week we'll
be on the Year with Melanie Pump talking

652
00:48:42.480 --> 00:48:46.519
about her book Detox Managing Insecurity in
the Workplace. See you there. Remember

653
00:48:46.559 --> 00:48:49.880
that work is at least a third
of our life, So let's work on

654
00:48:49.960 --> 00:48:54.679
Purpose. We hope you've enjoyed this
week's program. Be sure to tune in

655
00:48:54.679 --> 00:49:00.400
to Working on Purpose featuring your host, doctor Elise Cortes, each week on

656
00:49:00.440 --> 00:49:06.119
the Voice America Empowerment Channel. Together, we'll create a world where business operates

657
00:49:06.159 --> 00:49:13.320
conscientiously, leadership inspires impassioned performance,
and employees are fulfilled in work that provides

658
00:49:13.360 --> 00:49:17.440
the meaning and purpose. They crave
see you there. Let's work on purpose.