Transforming the Uncertainty of Change into Opportunity and Growth

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W Forcy Radio. What's working on
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this world we all want working on
Purpose. Now here's your host, Doctor

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Release Cortez. Welcome back to the
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in this week. Great to have
you. I'm your host, Doctor las

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Cortez join ELI from Dallas, which
is home base for me. If we've

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not met yet, you don't know
me. I'm a management consultant, organizational

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logo therapist, speaker and author.
My team and I, at Least Cortes

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and Associates help companies to enliven their
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perform with their best, grown to
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to stay and help deliver on the
company's mission. You can learn more about

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us and now we can work together
at a last quartz dot com. Now

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let's get into today's program with us. Is Curtis Bateman, an internationally recognized

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presenter, content developer, change consultant, business leader, and coach. Curtis's

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career enabling organizations at change has taken
him all over the world and today overseeing

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the success at Franklin Covey's entire international
division. Curtis's one of the four authors

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of Change, How to Turn Uncertainty
into opportunity, which is what we'll be

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talking about today. He's joined us
today from Provo, Utah. Curtis,

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Welcome to working on Purpose. Hi, at least, great to be with

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you this evening. Really appreciate who
you are in the world and what you've

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done. I want to show are
those that are actually tuning in via beaute

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to look at this beautiful book they've
created. You know, I say this

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a lot anybody and listen to my
show quite a bit. Curtis, what

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I can tell you, having been
through both is what you did here is

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actually harder than bringing a baby into
the world. Just so you know,

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you wouldn't know better than I,
but it was a lot of work,

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right, so I could really appreciate
that. You know, I've had four

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books out right now and each time
I think to myself, I don't know

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what I was thinking, but I'm
glad that thing is birthed. But anyway,

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happy to talk with you about this. Yeah. So, so first

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I just wanted to kind of open
the show a little bit cheeky here.

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You know, change gets kind of
a bad rap. People say things like

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nobody likes change, and I think
about that that's not true. You know,

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if tomorrow I get delivered a brand
new car in my driveway, I

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like that change. You know,
if I get promoted at work, or

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somebody says you know you're about you
get to go to whatever, some exotic

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place, I like that change.
So I just want to kind of hear

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from your perspective this notion of people
don't like change. Yeah, I love.

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I love the examples you gave to
start with, and that the examples

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explain the reason for why people do
and don't like change. We like change

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when it leads to something great for
us, or it's something we've initiated.

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But this lifetime of I don't like
change usually comes from changes that feel imposed,

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pushed on us, changes we haven't
chosen. So I like to say

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when change is imposed, change is
opposed, people push back against it,

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and in a work context, that's
often the default setting. It's happening to

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me. Therefore I don't like it, and I'm going to push back.

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Right, But given that I read
your book, I knew you were to

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say something like that, but it's
so much better when you say it.

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Okay, So this is also kind
of interesting. What I like to do

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when I do the show Curtesis,
because I really appreciate you, know,

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the written word and how you craft
something. I will read different bits from

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your book and then I ask you
to comment in. But one of the

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things that you say here, which
I thought was quite interesting here is despite

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our biological programming, we yearn for
the progress and results that change can bring,

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whether personally or in our organizations,
communities, culture, societies, and

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even the world. Knowing that we
all see change from different points of view

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or experiences or paradigms can help us
navigate and turn our inherent uncertainty into greater

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opportunities. Here here, Yeah,
isn't that great? That's so, you

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know, the biological programming is part
of what gets in the way for us.

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We feel like some changes introduced threat, and so we retreat into the

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fire or flight, and that's that's
not helpful because it shuts down our thinking

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and our creativity. On the flip
side of that, if you think about

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so many of the great things that
happen in life, they are the result

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of change that's happened. And so
we have these two competing forces. Are

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our reptilian brain saying hold on,
protect me, I got I gotta make

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sure I'm safe here, and then
lots of experiences where change has led to

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something better, and that doesn't stop
us from the friction, right, But

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part of what we're trying to accomplish
in the book is to help people recognize

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that and recognize there is a predictability
to it that if we learn and understand,

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then we can move more towards the
benefit side of the change more consistently.

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You know, one thing that as
a logotherapist is somebody he really tries

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to help people grow through their lives
and their leadership and to embrace the challenges

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and certainly even uncertainty and such in
order to become more of grown or potential.

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I can certainly go back and say
I was I remember distinctly being fired

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twice, and I've gone through the
wors and those things have really been tremendous

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catalyzing agents for me. Yeah,
And both all three of those examples are

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change imposed, right, And that's
the moment where choice gets introduced. And

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depending on how we learn to make
choices in those circumstances and to recognize what's

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going on with the change process,
that's what creates the transition into opportunity or

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into loss and to feeling like the
change was just a bad thing for us.

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So it's a really interesting circumstance because
we are all experiencing change in some

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way, shape or form pretty constantly. Right, it's not going away,

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it's all around us. And so
learning what to do with all of that,

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all the energy that gets created when
it's imposed or when we choose it

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as part of the journey that we
take people on as they read through the

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book. Well, and even just
one of the great things. One of

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the reasons I keep hosting the show, as I said to you before we

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gone in our eight and a half
years in is because I learned something.

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I read your books cover to cover
because this is part of my catalyzing growth.

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So I never, for example,
thought about what you write about in

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the book, the five common reactions
to change. Would you talk to us

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just kind of give us introduce them
those five different common reactions and then say

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just a couple. I know in
your book you have a whole list of

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full on advantages and disadvantages for each
one. Would you just take us through

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that. Yeah. Early on,
as we were doing our initial work on

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change years ago, we realized that
there were just so many reactions that people

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experience. But when we looked at
it, we found that there were five

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that we're really commonly showing up.
The first one is move, and again,

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this isn't a personality type, This
isn't a label on somebody. This

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is just a reaction in a changing
circumstance. Move either thrives on something they

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new or has a little bit of
an attention deficit with what's going on.

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They get bored easily, and so
when a change is introduced, there's just

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this energy and enthusiasm. The risk
is it may be unguided or unprepared enthusiasm.

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So it's got a strength and a
potential weakness, and we love move.

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They play an important part in change. The second one is minimized.

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These are people that have been through
changes and say, hey, I'm just

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going to do the least amount possible
till I see what's going on till I

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understand better. And so they're preserving
energy, they're protecting themselves in preparation for

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when they might need to do something. Then there's weight, and weight is

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saying I have seen this movie before. Changes get introduced, they don't always

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work. Sometimes we undo them and
go back to the way things are,

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I'm just going to wait and see
what happens. And they do that because

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of experience. Their experience bias leads
them to that response. Then there's a

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resist. Resist is saying I don't
like this change. I'm going to work

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pretty actively to fight against it.
I'm at the water cooler, I'm talking

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about why this is a bad idea, etc. And then there's quit and

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quits. It's funny we hadn't identified
quit or quits until I was giving a

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keynote one time and I had about
five thousand people in the room and about

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ten people walked out during an activity, and I thought, wait a minute,

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where are you going? Yeah,
you said that book. I realized

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they this just wasn't for them.
And that's true with changes in our workplace

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sometimes in our personal lives as well, where we say, hey, this

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change doesn't work for me, which
is interesting because you're then initiating a much

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larger change. Or if you are
quits, you quit and stay. That's

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what quiet quitting has been about.
I'm still here, but I'm not doing

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anything. I'm just riding along.
And so we see these reactions. They're

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neither right nor wrong. They just
are. But as we learn to recognize

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them, we can learn to say, is this the right reaction or if

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it isn't, what's the right reaction
in the circumstance to help me maximize the

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benefits of this change. Yeah,
and what we'll talk about this later as

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we go, But what I appreciate
is that you really distinguished in the book

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that there's, there's they all play
a role in change and how change gets

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affected inside organizations, and there are
you talk about ways that leaders can relate

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to those different types of of change, which I think is really really terrific.

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So we'll talk about that later as
we go, leaders and gentlemen,

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But I just want you to know
that there's ways to be able to action

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this stuff through the work they've done, which I think is incredibly opening.

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And then, of course I couldn't
resist since I have written a book called

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The Great Revitalization, which speaks to
you, know, of course, the

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Great Resignation. I can't resist having
you speak to this quote that I pulled

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from your book. You say,
today we're living in a world where people

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are opting out the great resignation,
quiet quitting, the refusal to be led

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by mediocrity. After all, people
don't quit jobs. They quit bad leaders

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and dysfunctional and toxic cultures. To
paraphrase John Maxwell, if you think you're

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leading and no one is following,
you're really taking a walk. I think

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that's just such a lightful. Oh
that's fun. You know, so often

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with organizational initiatives where there's change,
we get senior leaders that proclaim the change.

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They've been working on it in the
back room for months, and they

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come out and they announce it,
and then they just think that the change

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will happen. And this is where
the responsibility and the burden shifts to frontline

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leaders. And part of the reason
why so many people quit their boss because

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they aren't getting what they need in
this circumstance. Obviously with change, and

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so there's real opportunity here as a
leader to engage. This is the leadership

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idea. You know, our committee
said, give me a lever long enough

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and the rock on which the rest
of them'll move the world. And from

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our perspective, the leader is that
fulcram of change. That frontline leaders the

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one that has all the leverage.
They have the best relationship with their people,

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They can recognize their reactions, they
understand what motivates them. They can

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engage in the dialogue on an individual
basis to help people consider their reaction and

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then choose what the best reaction would
be. So it's just a great space

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for leadership in a world where there's
so much change, you know, and

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the Great Resignation, it's here and
it goes there will be the next thing,

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And in all of those next things
where it's change, leadership around change

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is going to make this big,
big, massive contribution to people's careers and

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to organizations successes as they're dealing with
change. You know, I really appreciate

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that critics because one of the things
that I part of what really prompted me

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to write The Great Revialization is that
I really came to understand a large part

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because of getting to host the show
and having a conversation every week with some

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you had a perspective on I think
how things were going and during COVID times

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and how the world was changing.
I know what I really came to understand

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is the world had profoundly fundamentally changed
in just a couple of years time,

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and the workplaces and something has been
radically altered. And I think that's why

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so many leaders are very frustrated and
perplexed by that they didn't recognize the speed

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of the change. And then if
we look in what's going on now with

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artificial intelligence and GBT and all those
other things, even increasing the speed of

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change. And so of course the
work you're doing, or you and your

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team are doing, and your capacity
to equip leaders to be able to better

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effect change to me seems like it's
it's critical, it's crucial. Yeah,

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I mean, you just listed a
body of evidence that said, hey,

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change isn't going away. So how
can we learn to be better at it,

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to become proficient at it, and
to start to create benefit on purpose

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rather than endure a circumstance or moment
in time. Yeah, so now sinking

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enduring and such, and how do
we actually get through this. One of

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the other things that you have in
your book which I really would love for

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you to speak to is you talk
you talk us through I think it's like

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four different quadrants here. But when
you talk about when leaders have high empathy

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and high curiosity, they can actually
better connect. And so you say,

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you know, you can see past
your biases and preferences and are open to

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other ways of seeing the world.
And other options or ideas, and so

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empathy and curiosity fuel each other to
create connection, which seems, you know,

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in your capacity as a leader to
be able to help your people navigate

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change seems like the perfect optimal combination. Yeah, that's right, And this

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is based on the underlying premise of
the book. The change is a people

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business. It's not a process or
a checklist business. It's a people business.

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So if I'm going to be good
at the people business of change and

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leading people, that's where this balance
of empathy and curiosity come in. My

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bias might be to minimize you know, I'm a human being as a leader

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as well, so my bias might
be there. I don't want to paint

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everybody with my brush. I want
to understand their circumstance, to understand it

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with empathy, and then to figure
out what's going on in the change for

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them, and why does it matter
and what does it really mean for them.

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What's interesting is the same change in
an organization will affect ten people on

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a team all differently. Yes,
it's a storm, it's been activated,

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but each one of their boats looks
a little different, and so how they

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weather that storm really requires leadership.
Empathy and curiosity to make a difference and

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to lead the people through the change. Beautiful. Well, on that note,

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let's let our listeners and viewers kind
of cheo on that as we take

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our first break. I'm your host, doctor Earlie's Cortez. We've been on

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the air with Curtis Bateman. He
is the co author of Change, How

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to Turn Uncertainty into Opportunity. We've
been talking a bit about some of the

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key principles of the book. After
the break, we're going to get into

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their actual change model. Stay with
us, We'll be right back. Doctor

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Elise Cortez is a management consultant specializing
in meaning and purpose. An inspirational speaker

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and author, she helps companies visioneer
for greater purpose among stakeholders and develop purpose

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inspired leadership and meaning infused cultures that
elevate fulfillment, performance, and commitment within

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the workforce. To learn more or
to invite a lease to speak to your

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organization, please visit her at Elise
Cortez dot com. Let's talk about how

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to get your employees working on purpose. This is working on purpose with doctor

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00:16:48.120 --> 00:16:52.519
Elise Cortez. To reach our program
today or to open a conversation with Elise.

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Send an email to Elise A.
L i se at Elise Cortez dot

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com. Now to working on Purpose. Thanks for staying with us. Before

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we get back to the program,
I do want to announce to you that

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I've launched with an organization called Joily, the Purpose and Joy Tour. This

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is a collaboration with Joily. They're
an organization that teaches mindful practices to build

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a happy, healthy, resilient world. And my Firmilis court Has and associates

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that activates meaning and purpose in company
culture and leadership to increase fulfillment, performance

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and retention. Together, we're going
to various cities across the United States.

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We started in Dallas in March.
We're finishing Virginia Beach in October to find

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our tribe to build a community of
people who seek to elevate their lives and

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businesses by cultivating meaning, purpose and
joy. You can find a list of

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cities, states, and planned events
at Gusto dashnow dot com. If you're

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now destroying the program. My guest
is Curtis Bateman. He is an internationally

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recognized presenter, content developer, change
consultant, business leader, and coach who

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today oversees the success of Franklin Covey's
entire international division. I'm your host doctor

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at least Cortez. So for this
next bit here, Curtis, I wanted

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if you could. I know there's
you've written entire chapters on each of the

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zones of your change model, but
I just wanted to give our listens and

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viewers of flavor here. So would
you take us through. I have some

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comments that I wanted to echo for
each of the of the zones, but

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will you kick us off? Yeah? Maybe if I just give us an

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overview, it will segue into some
of the zone discussions. So for the

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listeners, if you if you imagine
two axis right, the up and down

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axis. The vertical axis is results. The higher we go, the better

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the results, and be left to
right access or a zonal as time and

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so as change happens over time,
there's this very predictable pattern that takes place.

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So we start in the zone of
status quo. This is pre change.

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This is usually a space where we're
thinking, I get a little bit

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of a break from the last change. Often we're looking to refresh or rejuvenate

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or just take a break. Now
we talk about that may not be the

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best idea, but that's what's going
on. We're producing a consistent level of

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results and the next change gets introduced, which kicks us into the second zone.

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As a change is introduced, we
find that there's a negative result or

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a negative impact on our results.
Those might be financial results, they might

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be engagement results, opportunity cost,
whatever the case is, there's an impact

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on results. And as results decrease
or decline, we're in what we call

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the zone of disruption, and we
stay in that zone while we're trying to

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figure out what is it that's changing, why is the change happening, and

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most importantly, what does it mean
to me as an individual? What's the

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impact. As we get those questions
answered and get clear, we hit a

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point called the point of decision.
This is where individ visual choice gives us

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the ability to opt into the change
or not. As we opt into the

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change, then we're in the business
of really starting to do the work of

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the change. We call this the
zone of adoption, and frankly, this

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is where most changes fail to reach
their intended outcome. Seventy percent of organizational

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changes fail to reach their intended outcome, and it's in this space because it's

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difficult. We're trying to figure out
new or better or different ways of doing

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things, implement a new piece of
technology. And as we work through that,

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there's some really key leadership things that
will help a team through it and

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some individual things, so the zone
of adoption, and hopefully as we work

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through the zone of adoption, we
get back to a level of result that

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matches our pre change. A lot
of people in organizations stop here. They

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celebrate who we're back to where we
started, but that really misses where the

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opportunity part of the book, in
the promise in the book comes in,

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and that is, as we started
to work through the change, what did

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we discover that we didn't know?
What did we learn, what did we

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innovate? And then the question is
how do we enter this fourth zone where

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we can amplify all of that,
where we can add to it and create

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more fuel so that we end up
higher and further to the right than we

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anticipated. And that's where the return
on investment of our effort, our energy,

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our passion shows up and leads us
to better things from the change.

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Well, if we've lived lots of
experiences where we haven't made it to that

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fourth zone. Then that goes back
to your very first question. At least,

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why do people think change is such
a bad thing. Well, they've

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had lots of bad experiences where it's
only been the dip part of that which

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is all cost, rather than getting
into the benefit part of the change,

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which is the upper right side of
the change model. Oh that was so

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nicely said. Partis that was beautiful? Oh can that hole the dip really

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makes the big difference. And listeners
and viewers, when you read that part

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of the book, it will really
give you some strength to be able to

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understand just what you have there in
terms of an opportunity when it comes to

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change. So beautiful, Curtiss,
if I can, I wanted there's a

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couple of pieces that each of those
most of those zones that I wanted to

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talk about that kind of struck me. So in the zone of the status

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quo, I thought it was interesting, and listeners mirrors imagined. You know,

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this is the zone where what we
experienced before a change happens, and

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this is where we conduct our business
as usually. You say, even if

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it's busy and sutressful, it's still
familiar. But you say, in the

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zone of the status quo leaders prepare
their teams for future change as they scan

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for trends, patterns and plans.
They ask for brothers perspectives, and they

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act to get better organized. And
so it's like the getting ready piece.

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And in other words, to me, what that really spoke to Curtis was

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that in today's world, every organization
has to continually evolve through change. And

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so in that status quo realm,
what I kind of got present too was

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Okay, let's get ready for the
next one. Yeah, And getting ready

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is trying to understand and identify what
changes might becoming. That's part of getting

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ready. That's why we talk about
scan for trends, pattern and plans,

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and so one piece is the scanning. The next piece is how do we

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actually build some change muscle, develop
the skills that we're going to need.

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So the more we can do to
figure out what potential changes there are,

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then we can invest some of our
energy in being prepared. From a skill

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perspective. What does that do for
us, Well, we feel far less

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surprised when the change is introduced,
and we feel like we have some capability

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to be more in control rather than
completely ambushed and out of control when a

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change gets introduced. So one of
the things that I was thinking about when

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you were just uttering those words criticises
from the psychological Danage point my PhDs in

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human development, and so I said, a lot of positive psychology, existential

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psychology, things like that is the
notion of human agency, the power of

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human agency, our capacity to make
things happen, including our response and of

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course, Victor Frankel response able between
stimulus and response. We have a choice.

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So I'm very interested in the notion
of and I appreciate very much the

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way that you are your coach leaders
throughout the course of the book, to

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be able to help meet people where
they are in relation to change, to

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be able to activate their capacity to
increase the real there's what I would say,

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there's sense of agency. Yeah.
So to two comments related to this,

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The first one is I like to
talk about it as to act or

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to be acted upon? Right,
the same same idea from Victor Frankel.

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Am I going to act? Or
Am I going to allow the changing circumstance

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to just fully act on me?
And we want to be actors. The

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more we can do that, the
more we find that we feel less threatened

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by it and more in control.
Even if we're not one hundred percent in

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control, any steps we can take
give us the ability to act more and

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react or be acted upon less,
and I think that's an important thing.

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The second idea is, you know, people often think this is another Franklin

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Covey idea. We talk about the
circle of influence. What is it that

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I can influence and what is it
that I'm concerned about? And so often

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with change at work, people push
everything in the circle of concern. I'm

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really concerned about it, but I
can't do anything about it, And we're

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trying to pull closer to us the
things that we can do, and we

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find that when we start to take
actions, then we feel less threatened and

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more in control, and it changes
our whole paradigm about the change. We

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move through the zone of disruption quicker, and we engage in the zone of

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adoption faster, and it's just really
a cool thing. But it doesn't always

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come easily, which is why we
spend so much time in the book coaching

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leaders how to help people will get
there. It doesn't always feel like it's

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accessible for individual contributors, and we
want leaders, first level leaders to understand

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how to help their people realize that's
accessible rather than out of reach. Yeah,

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beautifully articulated, and it really does
situate beautifully the true opportunity to impact

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and help people navigate change, which
I just really that's I think, I

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really think that you work. The
work that you're doing is well, I'm

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a fan ash you can tell,
and it's just so fundamental. So and

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as I said, I just it's
just got to get warners, ladies and

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gentlemen. We're just going to have
more change, So let's get ourselves equipped

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for this. And the other thing
that I wanted to point out here in

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the point of decision part of things, which I thought was really interesting and

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I think this could help our listeners
viewers too, from the vantage point of

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trying to be more empathetic for the
person experience in the change are being put

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the change is put upon You're right. The power of decision is the doorway

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between the zone of disruption and the
zone of adoption. It's where your team's

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thinking shifts from you're doing this to
me to what I get, what's going,

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what's going, what's going to change? I understand the why and the

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value of it. I understand what
it means to me, and I choose

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to be part of the change.
We labored over that sentence because there's so

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much we want them to fit in
there. But that's really it. Here's

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what's interesting for a leader. You
might find some people are ready to move

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through that doorway quickly and others at
a different pace. And this is what

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makes leadership so interesting. As you're
trying to learn how to influence five,

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eight, ten, fifteen people that
are all moving through this journey at separate

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times, and you want to give
them what they need to move through the

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00:27:42.799 --> 00:27:47.559
doorway themselves. You can't push them
through. That is an old style of

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leadership. With change, I will
force you through the doorway and we'll just

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hit the more button, will work
harder and do it. But what that

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does is it decreases engagement. And
if we're really going to throw drive with

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change and create the opportunity, we
need to help people move through that doorway

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by their own choice so that the
engagement and the ownership goes up. And

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then as a leader, we have
a lot more momentum as we move into

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the zone of adoption and not raised
me. What I want to talk about

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next, which is from a person
who really mean, what I really traffic

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in, curtis, really is motivation. That's really the work that I tend

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to do around meaning and purpose.
That's what we're getting to is motivation,

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and it's what increases the engagement,
performance and the desire to actually want to

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stay in an organization. So I
got really excited when you talk about in

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the in the zone of adoption,
you write the highest level of engagements labeled

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excitement. Yes, what a concept, which is an emotional outcome of being

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fully committed to the change. Leaders
working to move their team members from cooperation

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to excitement focus on values, specifically
connecting the dots between what the team member

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of values and the successful implementation of
the change or set. Another way,

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the team member feels they are engaged
in meaningful work. They see what they're

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doing as their contribution to the desired
future vision. And to me, the

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00:29:07.160 --> 00:29:11.079
work that I do, curtis that
right there, that what I just read

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for me was like so exciting because
it really that's where your work and my

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00:29:15.000 --> 00:29:22.079
work come together beautifully. Yeah,
that's great, that's great. Wouldn't it

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be great to have I mean,
if you've led a team, if any

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of our listeners have led a team. How exciting is it when you get

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a whole team that they're at the
level of engagement we title excitement. I

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mean the energy, the passion,
the motivation, and the results are just

408
00:29:37.720 --> 00:29:41.519
spectacular. And this paragraph talks about, Okay, how do we do that

409
00:29:41.640 --> 00:29:48.000
connecting to their values, making sure
they feel like they're doing meaningful work and

410
00:29:48.079 --> 00:29:52.640
that it's in an environment of trust
where they can go explore the possibilities of

411
00:29:52.680 --> 00:29:56.359
the change, knowing that it probably
won't work right the first time. And

412
00:29:56.400 --> 00:30:00.759
so as a leaders, that's what
we're endeavoring to set up as we move

413
00:30:00.839 --> 00:30:07.160
through disruption. We give information for
decision making, and we help people choose

414
00:30:07.319 --> 00:30:11.599
to be part of the change so
that they move up that engagement scale towards

415
00:30:11.680 --> 00:30:17.440
creative excitement. And as they do, it's just remarkable what happens. The

416
00:30:17.480 --> 00:30:22.559
size of that dip in disruption and
adoption starts to shrink, and the speed

417
00:30:22.599 --> 00:30:26.839
with which we move through it accelerates, and so the cost of the change

418
00:30:26.240 --> 00:30:30.960
really diminishes and we start to get
into the benefits of the change even faster.

419
00:30:32.680 --> 00:30:40.279
So it's a really inspirational space and
one that hopefully leaders aspire to especially

420
00:30:40.319 --> 00:30:41.599
when it comes to change, and
that's why we spend so much time in

421
00:30:41.640 --> 00:30:45.920
the book exploring this as a leader. There are tools in the book.

422
00:30:47.319 --> 00:30:51.640
There are Captain's corners that talk about
how to have the right conversations trying to

423
00:30:51.680 --> 00:30:55.319
help leaders realize they can make a
difference here and if they do, the

424
00:30:55.440 --> 00:31:00.880
outcomes will be remarkable in everybody's career
at that moment. Yes, and so

425
00:31:02.279 --> 00:31:03.640
for me, Curtis, I mean, I'm really part of what I'm out

426
00:31:03.640 --> 00:31:10.559
to do in the world is is
create basically workplace destinations where people actually really

427
00:31:10.559 --> 00:31:12.480
are coming. This is where they
want to come to realize their potential and

428
00:31:12.480 --> 00:31:18.160
contribute instead of work occurring as that
ad four letter word that it is for

429
00:31:18.200 --> 00:31:23.000
so many people and so strong leaders
who know how to navigate and make change

430
00:31:23.119 --> 00:31:29.920
something that people can get through and
even grow through. It is really incredibly

431
00:31:29.920 --> 00:31:33.920
exciting to me. Yeah, And
our goal is to help people move from

432
00:31:33.960 --> 00:31:41.000
reacting to change to developing some change
skills, to eventually apply in those skills

433
00:31:41.000 --> 00:31:45.160
in a way that they reach change
competency. And I think that leads to

434
00:31:45.240 --> 00:31:49.559
high levels of excitement, high levels
of capability, and all of them.

435
00:31:49.720 --> 00:31:53.839
That's what's needed. To be fit
for purpose in the workplace because change isn't

436
00:31:53.880 --> 00:32:00.480
going away now, it's just going
to get faster and more complex. So

437
00:32:00.519 --> 00:32:04.559
with that in my lyudical surgeon,
viewers, let us take our next break

438
00:32:04.559 --> 00:32:06.799
here and so you can kind of
chew on that as well. I'm your

439
00:32:06.799 --> 00:32:08.839
host, doctor Elise Cortez. We've
been on the air with Curtis Bateman,

440
00:32:08.880 --> 00:32:13.920
who is the co author of Change
How to Turn Uncertainty into Opportunity. We've

441
00:32:13.920 --> 00:32:17.240
been getting more into the details of
their actual model. Here after the break,

442
00:32:17.240 --> 00:32:21.880
we're going to finish the program really
helping you understand how you can move

443
00:32:21.920 --> 00:32:25.759
your people through engagement, compliance,
cooperation and excitement. Stay what's people be?

444
00:32:25.839 --> 00:32:45.000
Right back? Doctor Elise Cortez is
a management consultant specializing in meaning and

445
00:32:45.119 --> 00:32:50.839
purpose. An inspirational speaker and author, she helps companies visioneer for a greater

446
00:32:50.880 --> 00:32:55.839
purpose among stakeholders and develop purpose inspired
leadership and meaning infused cultures that elevate fulfillment,

447
00:32:57.000 --> 00:33:00.000
performance, and commitment within the workforce. To learn more or to invite

448
00:33:00.000 --> 00:33:05.160
a lease to speak to your organization, please visit her at Elise Cortez dot

449
00:33:05.200 --> 00:33:14.640
com. Let's talk about how to
get your employees Working on Purpose. This

450
00:33:14.839 --> 00:33:19.240
is working on Purpose with doctor Elise
Cortez. To reach our program today or

451
00:33:19.279 --> 00:33:22.839
to open a conversation with a lease, send an email to a lease a

452
00:33:22.359 --> 00:33:28.880
l I se at Elise Cortez dot
com. Now back to working on Purpose.

453
00:33:34.839 --> 00:33:37.039
Thanks for daying with us, and
welcome back to working on Purpose.

454
00:33:37.200 --> 00:33:40.000
I mentioned in the last break about
the Purpose and Enjoy tour that we're embarking

455
00:33:40.000 --> 00:33:43.480
on here at. The two latest
books that will be part of the events

456
00:33:43.480 --> 00:33:46.880
of that tour experience that I wrote
are The Great Rebalization, How Activating Meeting

457
00:33:46.880 --> 00:33:51.480
and Purpose can radically enliven your business, which helps leaders to learn how to

458
00:33:51.519 --> 00:33:54.519
build elevating and high performing cultures and
leadership through meeting and Purpose. The other

459
00:33:54.559 --> 00:33:59.240
latest book is called Coloring Life,
How Loss invites us to live more vibrant

460
00:33:59.279 --> 00:34:02.759
lives tells people navigating laws transformed to
growth and vitality. You can find them

461
00:34:02.759 --> 00:34:07.720
both on Amazon if you're just now
joining us. My guest is Curtis Bateman.

462
00:34:07.759 --> 00:34:10.800
He's an internationally recognized presenter, content
developer, a change consultant, business

463
00:34:10.840 --> 00:34:15.159
leader and coach which today oversees the
success of Franklin Covey's entire international division.

464
00:34:15.360 --> 00:34:20.679
I'm your host, Doctor Lee's Cortez. So for this last segment here artists,

465
00:34:20.719 --> 00:34:22.559
I really wanted to focus on helping
or kind of sort of give some

466
00:34:22.639 --> 00:34:27.519
mini coaching here through the program to
our listeners and viewers. Before we do

467
00:34:27.559 --> 00:34:30.880
that, though, before we talk
about these these levels of engagement, I

468
00:34:30.920 --> 00:34:34.159
do want to talk a little bit
about what you describe in the book the

469
00:34:34.280 --> 00:34:38.000
zone of innovation. And what I
like about what you get there is you

470
00:34:37.679 --> 00:34:42.519
know, you're focused on the leadership, focus on the zone of innovation,

471
00:34:42.599 --> 00:34:45.119
and one of the things that I
think is important is connecting to the current

472
00:34:45.199 --> 00:34:49.480
change, and there's other things you
list there, but also inviting a sense

473
00:34:49.559 --> 00:34:53.320
of directed curiosity. I think that
is so powerful. I have not seen

474
00:34:53.559 --> 00:34:58.159
too much out there in the notion
of how can we actually evoke a sense

475
00:34:58.159 --> 00:35:00.400
of curiosity and people? So can
you just say a little bit more about

476
00:35:00.400 --> 00:35:07.239
the zone of innovation? Yeah,
this is such an important I think missing

477
00:35:07.360 --> 00:35:12.280
skill in the workplace, this idea
of curiosity. And so as you go

478
00:35:12.360 --> 00:35:15.760
through the zone and I keep looking
for writing and material and I'm just not

479
00:35:15.840 --> 00:35:21.599
finding it. As as you go
through the zone of adoption, you start

480
00:35:21.639 --> 00:35:25.079
to learn new ways of doing things. And the point of the zone of

481
00:35:25.119 --> 00:35:30.039
innovation, this last zone is to
say, what if we learned and how

482
00:35:30.079 --> 00:35:35.280
could we amplify that? And so
we talk about tell others about your change

483
00:35:35.360 --> 00:35:38.199
journey and see what questions they ask
you. They're bound to ask you something

484
00:35:38.239 --> 00:35:44.679
that stimulates creativity, or share the
story of the change journey with others.

485
00:35:44.719 --> 00:35:47.440
And in the sharing of the story, you're going to find that as a

486
00:35:47.480 --> 00:35:52.719
storyteller, you'll discover things that you
might want to further explore. And these

487
00:35:52.719 --> 00:35:59.280
are ideas that we're trying to use
to encourage people to get curious about what

488
00:35:59.519 --> 00:36:04.840
else could this change lead to?
What other benefit could it create? And

489
00:36:05.239 --> 00:36:12.599
that's where innovation starts to yield a
remarkably better outcome as it comes to change,

490
00:36:12.960 --> 00:36:17.960
and where all of the benefit gets
created, this ongoing benefit that comes

491
00:36:17.960 --> 00:36:22.719
from the change moving that curve as
far up into the right as possible before

492
00:36:22.719 --> 00:36:25.360
it settles back into a new status
quo at some point in the future.

493
00:36:25.960 --> 00:36:30.400
And that's what we're looking for.
So build some change muscle muscle, figure

494
00:36:30.440 --> 00:36:34.840
it out, get curious, tell
stories about it, and explore what's possible.

495
00:36:34.960 --> 00:36:38.800
In that fourth and final zone,
the zone of innovation sounds great to

496
00:36:38.800 --> 00:36:43.039
me. I'm in, I'm in. You've got you got one convert for

497
00:36:43.079 --> 00:36:47.480
sure here. All right, So
now let's get into this notion here you

498
00:36:47.480 --> 00:36:51.880
you talk about the three levels of
engagement, compliance, cooperation, and excitement,

499
00:36:51.920 --> 00:36:53.800
and so if you could, critics, if you could just start by

500
00:36:54.480 --> 00:36:58.800
talking for those that are in the
first you know, what is the compliance

501
00:36:58.880 --> 00:37:02.639
level of engagement and how can leaders
help people address or meet them where they

502
00:37:02.639 --> 00:37:07.639
are to either move them from compliance
during the level or maybe what else you

503
00:37:07.639 --> 00:37:14.119
would actually recommend. Yeah, yep, So obviously somebody might come up with

504
00:37:14.159 --> 00:37:16.880
five other definitions of engagement. We
just tried to create three groupings here.

505
00:37:16.960 --> 00:37:24.079
Compliance means somebody's doing it out of
sheer obligation. Cooperation obviously is a step

506
00:37:24.199 --> 00:37:29.440
up where there is some effort to
do it together. And then excitement is

507
00:37:29.440 --> 00:37:36.199
where we've really activated somebody to get
creative. When it comes to leading change,

508
00:37:37.400 --> 00:37:43.280
there are probably five specific leadership skills
that probably merit their own book vision,

509
00:37:43.440 --> 00:37:49.840
communication, alignment, engagement, and
accountability, and engagement is one of

510
00:37:49.880 --> 00:37:53.440
those. As a leader, if
we can really become proficient at engaging people

511
00:37:53.440 --> 00:37:58.880
in the change, we move them
from compliance, to cooperation to excitement,

512
00:37:59.360 --> 00:38:04.480
and that's where we unleash this creativity, either right in the zone of adoption

513
00:38:04.599 --> 00:38:08.559
or by the time we get into
the zone of innovation. And when we

514
00:38:08.639 --> 00:38:14.400
do that, just remarkable things happen. And of course that's what we're going

515
00:38:14.400 --> 00:38:15.360
for, right we we've said that
a couple of times. That's what we're

516
00:38:15.400 --> 00:38:27.480
going for. We can map these
levels of engagement to our five reactions.

517
00:38:27.519 --> 00:38:30.440
You can see it there. I
often use a thing, it's just like

518
00:38:30.480 --> 00:38:37.239
a political persuasion map. Who's against
the change, who's persuadable, and who's

519
00:38:37.440 --> 00:38:42.920
for the change? Right, I'm
just trying to take a tool and look

520
00:38:42.920 --> 00:38:46.079
at how I map my people.
Not that they stay there, but when

521
00:38:46.119 --> 00:38:50.119
I put them there, I say, and what would it take to move

522
00:38:50.239 --> 00:38:55.840
them towards excitement, to move them
from resistance to excitement, to remove them

523
00:38:55.880 --> 00:39:00.880
from being against the change to being
for the change. And that's a leader's

524
00:39:00.960 --> 00:39:07.360
job to get into the mindset of
their individual to their concerns, to their

525
00:39:07.400 --> 00:39:12.719
capability and move them along that journey. And there are lots of their tools

526
00:39:12.800 --> 00:39:15.960
or ideas or discussion topics in the
book that address that. All found in

527
00:39:16.000 --> 00:39:20.239
the captain's corners that are salt and
peppered throughout the whole book. Right,

528
00:39:20.239 --> 00:39:22.400
they're sprinkled throughout the whole book,
giving leaders some resources to work on that.

529
00:39:23.480 --> 00:39:27.199
Yeah, and very I thought,
there's just there's so much great meat.

530
00:39:27.239 --> 00:39:30.320
And I also really appreciate how well
the book is organized too. Curtis

531
00:39:30.440 --> 00:39:34.400
is just really the graphs are wonderful. It's easy to follow, us,

532
00:39:34.440 --> 00:39:37.559
easy to read. It's just really
well done, really good work. Thank

533
00:39:37.599 --> 00:39:42.039
you. At a special shout out
to our designer Lauren Ball in California,

534
00:39:42.039 --> 00:39:44.840
who helped us with that, because
we tried to take it from a book

535
00:39:44.880 --> 00:39:49.159
to an experience, and I think
we've captured some of that feeling as you

536
00:39:49.199 --> 00:39:51.880
go through the book. It's a
tool, it's a resource, it's visual.

537
00:39:52.280 --> 00:39:54.599
So thank you. I'm glad glad
that landed well. Yeah, well,

538
00:39:54.639 --> 00:39:59.280
I can appreciate that. And my
books are continuing to evolve too as

539
00:39:59.599 --> 00:40:01.719
I grow as an author. So
when I see something that I think is

540
00:40:01.719 --> 00:40:05.360
really well done and compelling, of
course, I'm like, oh, that's

541
00:40:05.400 --> 00:40:08.599
amazing. What if I could do
something like that? All right, Well,

542
00:40:08.639 --> 00:40:13.400
so if you could just I think
it would help our listeners and viewers,

543
00:40:13.400 --> 00:40:15.000
if you could just say a little
bit about in each of those three

544
00:40:15.239 --> 00:40:20.320
levels of engagement and kind of what
a leader can do to be able to

545
00:40:20.360 --> 00:40:22.480
address that particular level. Can you
start, which is of course with a

546
00:40:22.519 --> 00:40:28.960
compliance on what what can leaders do
to address people in this level? Yeah,

547
00:40:29.079 --> 00:40:34.320
yep. So there's a pretty consistent
leadership skill that we talk about across

548
00:40:34.360 --> 00:40:38.239
all of these, but it starts
in compliance. We generally, as leaders

549
00:40:38.239 --> 00:40:44.440
tend to that may be overstated,
but we often as leaders already have a

550
00:40:44.440 --> 00:40:51.159
predetermined reason why somebody is behaving the
way they are, and listening to understand

551
00:40:51.360 --> 00:40:54.400
why they're in that space is really
an important leadership skill. So we talk

552
00:40:54.800 --> 00:41:00.719
pretty consistently about actively listening to people
rather and telling them why they're in that

553
00:41:00.800 --> 00:41:05.880
space. This is why you're feeling
this way, this is why you're engaged

554
00:41:05.920 --> 00:41:10.119
in this level, trying to actively
understand and listen to what's going on when

555
00:41:10.119 --> 00:41:15.079
they're in that space. Now,
that will play out in compliance, cooperation,

556
00:41:15.159 --> 00:41:20.719
and excitement, but actively listening and
not judging based on our own biases

557
00:41:20.880 --> 00:41:25.519
is one of the things that will
help move people at each level. Another

558
00:41:25.519 --> 00:41:34.159
thing that happens for individuals is they
want to be validated in their concerns.

559
00:41:35.280 --> 00:41:40.880
They really want you to express that
you've heard them, and especially at compliance,

560
00:41:40.960 --> 00:41:45.800
which is the lowest level of engagement, they want you to hear their

561
00:41:45.880 --> 00:41:49.840
worries. That doesn't mean you have
to linger on them. It doesn't even

562
00:41:49.880 --> 00:41:53.760
mean as a leader you have to
resolve all of It means they need to

563
00:41:53.760 --> 00:41:59.119
be heard and they need to know
that you've heard them. Then as we

564
00:41:59.159 --> 00:42:04.000
move further along the scale, you
know, we start to get into allowing

565
00:42:04.119 --> 00:42:07.199
people to have their own ideas,
and not that they don't, but for

566
00:42:07.280 --> 00:42:14.000
those ideas to be verbalized and contributed
to the change so they're part of making

567
00:42:14.079 --> 00:42:20.480
things better. That's what moves engagement
along the spectrum is I have a voice

568
00:42:21.039 --> 00:42:24.880
and I can make a difference.
And as people step deeper and deeper into

569
00:42:24.920 --> 00:42:30.280
that dialogue, they feel like,
oh, my voice is heard, I

570
00:42:30.360 --> 00:42:35.800
am making a difference, and that
moves them along the engagement spectrum. So

571
00:42:35.960 --> 00:42:39.960
it's not always that there's a radically
different skill for compliance, cooperation, or

572
00:42:40.000 --> 00:42:44.840
excitement, but it's the idea of
I'm listening to you, I'm validating and

573
00:42:44.920 --> 00:42:47.440
understanding what your concerns are the ones
that I need to address I will,

574
00:42:49.039 --> 00:42:52.679
and you have a voice, your
ideas matter, they're part of the solution.

575
00:42:53.519 --> 00:42:58.719
And so that's all part of helping
them feel like they're a valued member

576
00:42:58.760 --> 00:43:04.239
of the team rather than a judged
member of the team. Yes, yes,

577
00:43:04.320 --> 00:43:07.960
who has been maybe told you're lazy, you don't want to you're you're

578
00:43:07.960 --> 00:43:10.199
not a team player, or whatever
it is. Right, So, one

579
00:43:10.239 --> 00:43:13.280
of the things that I really want
to call out here, which I think

580
00:43:13.360 --> 00:43:15.480
is just natural, is the water
that you swim in, Curtis, is

581
00:43:15.519 --> 00:43:20.199
that you know, you're exemplifying,
you know, an incredible level of emotional

582
00:43:20.199 --> 00:43:22.519
intelligence. And I do work with
leaders to be able to help them develop

583
00:43:22.559 --> 00:43:25.559
that. And so for some people
who just heard you say what you said,

584
00:43:25.559 --> 00:43:29.559
they might be just getting the willies
over here, like wow, that

585
00:43:29.599 --> 00:43:31.920
sounds like a lot of work and
to listen to that, to this level

586
00:43:31.920 --> 00:43:36.800
of complaints. So I just wanted
to acknowledge one how beautifully that you do

587
00:43:36.840 --> 00:43:38.960
it, and too, I wanted
to be able to also get present for

588
00:43:38.960 --> 00:43:43.599
the listeners and viewers who are like
that sounds like I'd rather put my eyeballs

589
00:43:43.599 --> 00:43:46.199
out to do than to listen on
that level. You know, it's so

590
00:43:46.280 --> 00:43:51.960
interesting. We have a lot of
people in today's workplace that through education or

591
00:43:51.960 --> 00:43:55.159
training, actually had a specialized skill
they were interested in. So take a

592
00:43:55.199 --> 00:44:00.960
software developer. I don't know that
most software developers went to school with the

593
00:44:00.000 --> 00:44:06.079
aspiration of leading a team and they
suddenly suddenly find themselves in that role and

594
00:44:06.159 --> 00:44:08.639
so they feel just like you described
a lease. Here's what I would say

595
00:44:08.679 --> 00:44:13.880
to everybody on that. You know
what, people care far more about your

596
00:44:13.920 --> 00:44:19.159
intent than your technique. Yes,
your technique is not nearly as important as

597
00:44:19.199 --> 00:44:22.519
the fact that you care and your
intent is to help them be successful.

598
00:44:23.719 --> 00:44:29.679
Beautiful curtis just beautiful, beautiful opening
right there. They can just you just

599
00:44:29.760 --> 00:44:32.159
open the door nessy for someone to
walk through. So well, then if

600
00:44:32.199 --> 00:44:37.400
that was you're working on the compliance
level here, help us now address those

601
00:44:37.440 --> 00:44:42.000
in the cooperative level if you would. Yeah, yep. So again,

602
00:44:42.920 --> 00:44:46.920
these skills stack and they're additive.
It may be that you just move into

603
00:44:46.920 --> 00:44:52.840
a more sophisticated version of those skills
with the discussion. The great news about

604
00:44:52.840 --> 00:45:00.280
cooperation is there is this working together
and that's a great next step. Apps

605
00:45:00.320 --> 00:45:01.760
For some people, that's as far
as they'll get. So I don't know

606
00:45:01.760 --> 00:45:07.599
that we should view that as a
negative space, we should celebrate that as

607
00:45:07.599 --> 00:45:14.719
a positive space. And if they
are cooperative, we want to make sure

608
00:45:14.760 --> 00:45:19.440
that they're connected to the team and
the team's successes and so they feel like

609
00:45:19.480 --> 00:45:24.199
they're a valued member of that team. And one of the things that separates

610
00:45:24.239 --> 00:45:30.320
cooperation from creative excitement is failure.
When we're cooperating, there could still be

611
00:45:30.360 --> 00:45:35.239
this concern about, well, what
if we're trying something with the change and

612
00:45:35.320 --> 00:45:39.400
it doesn't work. And as a
leader, if we can make it safe

613
00:45:39.519 --> 00:45:44.480
for people to realize, let's be
really smart, let's do our very best

614
00:45:44.519 --> 00:45:47.519
work, and if it doesn't work
in the zone of adoption, then let's

615
00:45:47.760 --> 00:45:54.719
quickly figure out why and adjust and
give people permission to experiment and to grow

616
00:45:55.440 --> 00:46:00.039
and to learn. And that's going
to lead to better outcomes, and it

617
00:46:00.159 --> 00:46:06.400
will move people from cooperation to excitement
because they realize there's a chance to discover

618
00:46:06.519 --> 00:46:10.400
and do new things here. I
suppose the other thing that happens all along

619
00:46:10.440 --> 00:46:15.960
the path here is in the zone
of adoption, leaders need to clear obstacles

620
00:46:15.960 --> 00:46:21.239
out of the way. I talk
about sifting through the obstacles as hurdles,

621
00:46:22.000 --> 00:46:25.159
quicksand and brick walls, which are
the hurdles that a team can jump over.

622
00:46:25.239 --> 00:46:27.719
Right, they're in the way,
but we can get past them,

623
00:46:28.360 --> 00:46:30.039
which are the quicksand we tend to
get bogged down and get stuck, but

624
00:46:30.079 --> 00:46:34.679
if we work together, we can
get through it. And the others are

625
00:46:34.679 --> 00:46:37.159
brick walls. We hit them and
there's no way over, under, or

626
00:46:37.239 --> 00:46:39.880
around it. And as a leader, if you can identify which kind of

627
00:46:39.960 --> 00:46:45.440
obstacle you're facing and then give people
the support, the resource, or take

628
00:46:45.480 --> 00:46:51.400
it away to somebody else to get
rid of brick walls, then we get

629
00:46:51.440 --> 00:46:54.599
all of the speed limiters out of
the zone of adoption and we allow them

630
00:46:54.599 --> 00:46:58.639
to move at pace, to move
at pace, to test, to try

631
00:46:58.679 --> 00:47:00.920
to learn, to get creative and
to be part of a winning team.

632
00:47:01.400 --> 00:47:07.119
And when that happens, the team
moves towards that excitement stage. That just

633
00:47:07.159 --> 00:47:09.719
sounds so good to me. Right, I mean, that's where that's where

634
00:47:10.360 --> 00:47:14.280
work is such a great jam part
of life. Right, this is where

635
00:47:14.639 --> 00:47:16.880
you know that team victory. We
did this together, We did something we

636
00:47:16.880 --> 00:47:21.599
didn't think we could do together,
and we're now bigger for it. That

637
00:47:21.760 --> 00:47:24.239
is just so exciting to me.
So I really appreciate how you can so

638
00:47:24.320 --> 00:47:29.880
beautifully articulate this opportunity, Curtis,
and this thing, this show goes by

639
00:47:29.920 --> 00:47:31.480
so fast. We've already gone through. We're getting to the end of this

640
00:47:31.559 --> 00:47:35.280
thing. If this show is listening
by people around the world, and they

641
00:47:35.320 --> 00:47:37.880
generally tune in because they care about
creating that workplace where people actually do want

642
00:47:37.880 --> 00:47:42.320
to come to work do their best. They are led by inspirational leaders who

643
00:47:42.360 --> 00:47:44.599
bring them to their greatness, and
we do business that betters the world.

644
00:47:44.679 --> 00:47:49.440
What would you like to be listeners
and viewers with. Yeah. The foundational

645
00:47:49.480 --> 00:47:52.559
idea through all of this is the
change model. It's an easy, predictable

646
00:47:52.599 --> 00:47:57.039
pattern. All change follows it.
If you'll learn it, and if you'll

647
00:47:57.039 --> 00:48:00.880
start to look for it in your
work, you'll see where in specific zones,

648
00:48:00.960 --> 00:48:05.599
and then you'll discover that there are
actions you can take, choices you

649
00:48:05.599 --> 00:48:08.440
can make as an individual or as
a leader. So use it in your

650
00:48:08.440 --> 00:48:13.519
personal life with your teenagers, with
your family, where you volunteer at work.

651
00:48:13.960 --> 00:48:16.519
The change models of predictable pattern and
as you become familiar, can really

652
00:48:16.559 --> 00:48:22.920
make a difference in how you lead
and find success for change. Beautiful way

653
00:48:22.920 --> 00:48:24.920
to close, Curtis, I'm very, very happy that our paths across that

654
00:48:25.039 --> 00:48:29.559
you and your beautiful books have informed
me about change. And I then get

655
00:48:29.599 --> 00:48:31.000
to a show with my listeners and
viewers. Thank you very much for being

656
00:48:31.000 --> 00:48:34.800
on Working in Purpose. You've been
amazing. Thank you all. It's nice

657
00:48:34.840 --> 00:48:38.880
to be here. Listeners, viewers. We want to learn more about Curtis

658
00:48:38.920 --> 00:48:43.079
Bateman, the work he and the
team do at Franklin Covey or this book.

659
00:48:43.119 --> 00:48:45.440
One place to startist just go to
the website Franklin Covey dot com.

660
00:48:45.480 --> 00:48:49.400
You can get all kinds of resources
there. Another thing you can do is

661
00:48:49.400 --> 00:48:52.960
you can actually go to LinkedIn and
find Curtis Bateman there and he has many

662
00:48:53.039 --> 00:48:55.719
articles that he puts out on LinkedIn
as well, so he's a tremendous resource.

663
00:48:55.719 --> 00:49:00.519
So Curtis is c U R TIS
and then Bateman b A T E

664
00:49:00.960 --> 00:49:02.960
M A N. Last week,
if you missed the live show, you

665
00:49:02.960 --> 00:49:06.559
can always catch it be recorded podcast. We were on the air with Doug

666
00:49:06.639 --> 00:49:12.480
Lenok and Chuck Wackendorff. Wackendorffer of
Think to Perform talking about their latest book

667
00:49:12.480 --> 00:49:15.199
called Don't Wait for someone Else to
Fix It. Eight Essentials to enhance your

668
00:49:15.239 --> 00:49:19.679
leadership impact at work, home,
and anywhere else that needs you. Next

669
00:49:19.679 --> 00:49:22.599
week, we'll be on there with
Bill Eggers and Don Kettle talking about their

670
00:49:22.599 --> 00:49:27.079
book Bridge Builders, how government can
transcend boundaries to solve big problems. See

671
00:49:27.119 --> 00:49:29.679
you there. Remember that work as
an integral and important part of our lives

672
00:49:29.800 --> 00:49:32.039
and can be one of the best
adventures and means of realizing our potential and

673
00:49:32.119 --> 00:49:38.280
making the impact we crave. So
let's work on Purpose. We hope you've

674
00:49:38.360 --> 00:49:43.519
enjoyed this week's program. Be sure
to tune into Working on Purpose featuring your

675
00:49:43.519 --> 00:49:47.159
host, doctor Elise Cortez, each
week on W four CY. Together we'll

676
00:49:47.199 --> 00:49:53.000
create a world where business operates conscientiously, leadership inspires and passion performance and employees

677
00:49:53.000 --> 00:49:57.920
are fulfilled in work that provides the
meaning and purpose they crave. See you

678
00:49:58.000 --> 00:49:59.880
there, Let's work on Purpose.