Turnaround: The Art and Science of Stewarding Business Today

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

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

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

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

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

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

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

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there, welcome back to the Working
of Purpose program. Thanks for tuning in

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again this week. I'm your host, doctor Elis Cortez. Do any you

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lie from Dallas, which is home
based for me if you don't know me

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

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inspirational speaker, social scientist, and
author. I help companies discover and

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articulate their purpose to throw it through
their culture and operations. Our work organizations

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

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and do their best, and provide
programs like the Grab Your Gusto that enable

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individual team members to discover and enlease
their passion and purpose at work to catalyze

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fulfillment, engagement, and productivity.
You learn more about me and how we

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can work together at at least coortest
dot com or Gusto dashnow dot com.

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Let me thank my partner and sponsor
work Proud. We are a perfect collaboration.

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Everyone wants to know they matter and
at the work they do is meaningful

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and appreciated. Work Proud helps companies
do just that through their mobile platform that

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is built to encourage employees to share
stories and recognize each other's contribution. Work

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Proud empowers hr and business leaders to
help create company cultures where all employees are

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inspired to feel proud of their company
and proud of their work. Learn more

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at work proud dot com. With
us today is Lisa Gable, who is

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recognized worldwide as a turnaround mastermind and
innovative businesswoman. As a CEO, former

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White House appointee, US Ambassador,
and advisor to Fortune five hundred companies,

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lisas chestrated the success will turnaround of
private and public organizations in all industries.

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She's author of the brand new book
called Turnaround, How to Change Course when

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things are going south. We'll be
talking about her fascinating background and early learning

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experiences that helped set the stage for
her work today, the conditions in which

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many businesses find themselves today, and
her four part turnaround approach. She tald

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you today from Los Angeles, where
she is attending the Milk and Global Summit.

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Lisa, Welcome to Working on Purpose. Thanks for having me. I

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really appreciate being with you today,
so welcome, and let us thank and

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give a shout out to Danny Mackie, europr person. She's the one that

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connected the two of us. I
love when public relations people reach out to

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me with a fantastic author, business
leader and say, hey, how about

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this guest, So thank you for
that, Danny, You're fantastic. So

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for this first segment here, I
really wanted to really help our listeners and

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viewers just really understand you and where
you've come from. It's so fascinating to

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me to understand how a person becomes
who they are in life and all of

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the touch points and mentors and experiences
that contribute to that person that can create

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a book like you did and do
the work that you've been doing for the

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last couple of decades. So first
we got to talk about your dad,

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right, So it seems to me
that you literally grew up drinking from the

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well of business as you talk about
your father and your book so beautifully,

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as a very accomplished businessman who taught
you a lot. Can you tell us

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a little bit more about what you
got from your dad? I can,

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and what I should tell you is
really one of the key inspirations for the

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book was that my father passed away
in twenty nineteen and I came across the

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letter that he had written to me
at a very difficult time. I was

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a middle manager at Intel Corporation,
and that's where you don't have enough power

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and aren't really quite sure of what
direction to go and how to manage your

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way out. And what my father
told me is that every stumbling block in

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his life actually became his greatest stepping
stone. And he would often quote Churchills

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never give Up speech, because he
gave me the confidence to make the right

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decisions, learned to manage things,
power my way through difficult situations. But

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my father had built a academic institution, starting with one hundred and fifty people,

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growing it into an organization of seventy
five hundred, a multibillion dollar business

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with global means and reach. And
so when he passed, we had received

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hundreds and hundreds of emails and phone
calls from individuals who were elected officials and

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also you know, broadcasters on major
television stations as well as your average person

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who just got a good job and
stayed in a good job and raised their

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family. And every single person said
the same thing that your father, My

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father identified something special in them.
They weren't the bright, new shiny penny,

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they weren't the most popular kid.
But what he recognized is what made

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them as an individual special special,
what was their special sauce. And what

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he did is he reached in and
helped that person develop that unique capability it

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would and now allow them to leave
it deliverable at every step in their way,

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to allow them to have impact,
to allow them to lead a life

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with purpose. And so listening to
that, reading through those messages, reading

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through his letter, it really did
become a foundation for how I could take

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my own story and turn it into
something people can choose. Okay, a

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couple of things to that. First, what you're talking about with regard to

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who your dad was in the world
and how he touched people's lives. That's

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pretty much the same stuff that I
teach in my programs about how to become

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a vitally in inspiring leader to people. Just that is that you're talking about

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that kind of impact is so incredible. So I really want to already honor

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your father for being that human being. So that's beautiful. And the second

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thing I want to say is that, like you, both of my parents

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passed away in twenty nineteen, twenty
eight days apart in January, So it's

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very interesting that we are writing a
similar time wave there. It is.

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I think it's that moment in time
that we all have and I call it

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sort of the march through life.
And I know that so many of my

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friends, who are about in the
same level of maturity and their job experience,

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are also suffering that loss. And
I'm now watching young employees suffer that

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loss. And it's difficult because they
do leave a gap in our lives.

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But what it also does is it
brings into great clarity as you're celebrating their

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life, what amazing people they were
and how they affected each of us and

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made us who we are today,
no question, absolutely, no question,

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and also it gives us a space
to stand on too, to contribute and

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care forth their legacy and extend it
through our own, which I think is

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really a beautiful way to thread the
lives together. Absolutely one percent agree with

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you. Great, I love it. Like minds already. Well, now

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I want to get into this is
so interesting listeners and viewers, wait until

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you read the book. There's just
so many amazing stories that Lisa shares about

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her life. And what I found
also interesting Lisa, was you talk about

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your early career working with the US
Department of Defense and in the White House.

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It's pretty fascinating way to kick off
a career. My dear, why

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did you choose this path? When
I was a little girl, I was

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fascinated by military systems. I know, it's a strange thing. I was

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a middle stroll. I was.
I was a tiny little thing and I

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had white go go boots in the
corner and it was a little bit prissy,

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but my dad would take me to
all the different military sites, you

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know, throughout the United States,
from the Civil War, the Revolutionary War,

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and then later when I was thirteen, we visited similar sites throughout Europe,

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and my curtains in my bedroom as
well as my bedspread were revolutionary cannons

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and firearms, and I think that's
amazing. It was a strange obsession for

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again, for someone who was this
underwhite, scrawny little kid with white go

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go boots and it was, you
know, wearing the princess attire. But

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I was really fascinated by it.
And I when I was at UVA,

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I had the opportunity to be an
intern in Washington and actually was one of

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the first wave of interns that came
in on ger Ronald Reagan. So I

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and two other terms were featured on
the front page of the Washington Post as

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young people coming to Washington who wanted
to work within the Reagan era. And

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during that time, I discovered that
there was a scholarship to this special program

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at Georgetown that was for mid career
military and intelligence personnel. And I was

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bound and determined because I was putting
myself through school to qualify for that scholarship.

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And so, starting with my first
internship when I was eighteen years old,

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I started writing letters to the head
of the foundation and she was very

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nice and tolerant, and I just
kept writing every single paper at school to

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qualify for the scholarship, and I
wore her dowlan after three years as I

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qualified for the scholarship. And what
was interesting about it is the program was

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taught at the Pentagon. It was
a Georgetown University program. Seventy five percent

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of the program was taught at the
Pentagon. I had gotten a position as

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a political appointee during the Reagan years, working under Kapwinberger at the age of

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twenty one. So I was working
in the Pentagon during the day and I

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was going to school at night.
And my classmates were eighty five percent men.

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Not only that, but they were
men who were lieutenant colonels and colonels

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up for their up for their next
promotion. They were long term members of

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the National Security Agency and Central Intelligence
Agency. My nickname was tinker Bell because

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again I was pretty small. My
feet didn't touch the ground. But I

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learned so much and I was given
such a great opportunity. Went on to

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work at the White House and finished
my graduate degree while I was working at

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the White House. All Right,
so I just listened to that. I'm

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both really inspired and just a little
bit exhausted. I do past that's just

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awesome. It's so great. I
really wanted to exemplify that. And one

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it's a source of inspiration. Lisa. It's really great to meet someone who

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has done so much with her life
already and to showcase that the possibilities.

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I really stand so much to be
a beacon of possibility for my listeners and

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viewers. So you're fantastic to showcase. So thank you for that. Thank

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you. Next, I want to
get into this notion of mentors, how

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important mentorship is in our life.
And you talk so beautifully in your book

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about how you're working for Craig Barrett, who was the CEO of Intel,

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really helped you, and you say
I quote, he showed me how to

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apply engineering processes to solve problems in
any setting. Helped me understand the importance

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of having quality improvement processes. I'd
say that's gold that you got that kind

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of experience. It was incredible and
I had actually on two occasions while I

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said Intel, I applied to business
school, I flew out to Harvard interview

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and ladies looking at me going up, I just don't know quite see this

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in your future. You seem to
be doing. Do you okay where you

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are? And then I felt compelled
to apply and got into two PhD programs

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and Condolas Rice actually sat me down
and she said, Lisa, I know

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you. You would be miserable.
You know, go keep staying in Silicon

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Valley. It's the place you need
to be. And what I learned from

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Craig was worthy of a degree from
any top tier institution, having met level

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of personal mentorship, someone who really
believed in you, and yet not only

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believed in me, but took the
time to explain to me how the processes

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worked. And so I was this
troubleshooter and what I would do is we

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had a problem with chips being stolen
on docs in Hong Kong. I still

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have my security clearances. So I
was off back to the intelligence agencies,

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meeting with them talking about ways that
we could improve and manage the export control

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process so we could protect things from
theft but also protect our national security interest

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while also opening the door for innovation. We knew that technology was going to

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improve, and so within that context, we went through all of the dynamics

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of sort of the ballad of Aldrige
award processes and applying that to those conversations

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and showing and developing a new system
for how the US government ended up managing

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export controls. But he was also
interested in K through twelve education and Intel

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was a relatively new company at the
time. It was like one and a

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half billion dollars CSR corporate social responsibility. No one was really doing that.

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This was in the late eighties early
nineties, and Craig knew that we would

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have a crisis in America if we
weren't building in our school system the technological

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capability, that mathematical engineering skills that
would be necessary to employ Americans in factories

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in the United States. And so
he had me go around the company and

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evaluate how we were spending our money
and who was volunteering. And what we

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discovered is a lot of little five
thousand dollars gifts and ten thousand dollars gifts

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were going out from different site managers. We knew that a lot of Intel

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employees were taking time off of work
as they could to volunteer in the schools.

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And so again we took those systems
and processes and figured out how could

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we really invest in this, How
could we build something that was first of

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class, How could we coalesce all
of our activity towards three primary goals,

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three primary things we would do in
the K through twelve system. And through

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that process we actually built a two
prototype programs that ended up being in a

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lot of magazines and books as examples
of what Silicon Valley should do. And

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so learning again how to take those
skill sets and apply them to export controls,

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take those skill sets and apply them
to actually building a charter school on

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Intel property in Arizona. And then
I was asked to understand why Intel had

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lost a major trademark. We lost
what was called the two eighty six three

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eighty six mark. We had gone
through seven year lawsuit. We were getting

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ready to spend billions of dollars on
the Intel and Side program and so we

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wanted to develop the internal systems to
ensure that any place Intel invested this money

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in building a brand, that we
could protect and own that brand. So

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diverse applications of the same principles you
just uttered an awful lot of value in

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just a short amount of time.
At le say, it's incredible to listen

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to you your mind itself. I
already already know what I'm dealing with sort

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of life. You've got your own
computer mind. We're working within drawing from

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today. I got it. I'm
with you. Okay. One other thing

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I want to talk about before we
get into really the bulk of not the

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book, but part of your book
in the next segment is I want you,

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if you would to talk about your
two thousand and four two thousand five

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experience when you were appointed by President
George Bush as United States Ambassador and Commissioner

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General to direct the US Pavilion.
What a colossal experience. Instead of massive

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learnings, that must have been just
incredibly complex situation you found yourself in and

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had to navigate through. So would
you share a little bit about that for

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our listeners. I think it also
really explicates in showcases just where a lot

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of your expertise has been building from. Well, it was interesting, and

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this is an absolutely perfect day for
it because we had the passing of Secretary

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Coal and Powell yesterday, and Colin
Powell was the individual that helped me really

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get started on this journey. Essentially, what had happened is that in nineteen

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ninety eight the US had participated in
the World Expo, and historically those had

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always been economic tragedies for the United
States. We'd actually never been able to

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make the economics of the business work. There were always huge cost overruns dealing

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with the complexity of the government bureaucracy. People were making mistakes. In this

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particular case, an individual actually did
get indicted, so that was a whole

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other issue. But basically Congress throw
up their hands and said, we're done.

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It's been, you know, since
the Chicago World's Fair. These things

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have cost us a lot of money, a lot of lawsuits, and we're

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going to privatize it all. And
Colin Powell was sworn into office, and

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four months later, we were supposed
to have the United States go to an

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expo in Germany, and he made
that very tough decision to withdraw the United

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States from that particular event because the
money hadn't been raised and he knew that

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there was no way to get there. So I walk in the door knowing

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none of this. It wasn't really
public information, and so I you know,

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I was sitting in Presidential personnel and
they said, we need someone who

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has work experience in Japan. I'm
like, oh, if I do.

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We need someone who can raise money
and I'm like, yep, I can

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do that. I have a long
history of raising money. And plus we

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need somebody who has a relationship with
Howard Baker. I'm like, it's a

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trifecta. Howard Baker, who is
the US ambassador at the time, was

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my brother in law's godfather. So
I thought, perfect job for me.

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Take the job. And then I'm
running around because we're relate to the game.

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We were literally, I think the
one hundred ninety ninth or two hundredth

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country to sign up with the last
country in six months out from actually opening

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the doors, and I discovered we
were millions of dollars in the hole.

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And the other thing I discovered is
I tell in the book, is I

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was driving to the airport design a
bilateral agreement with the foreign government, and

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I get a phone call from the
State Department attorneys and they said, you

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know, we've been really looking at
everything that happened in that congressional review and

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knowing can pay for your trip.
And I'm like, what do you mean?

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Said, we can't pay for the
airplane, we can't pay for your

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time in Tokyo, we can't pay
for your time in Nagoya. And so

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my husband was driving me, and
I said, what do we do?

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He gays, we're paying for it. He said, the relationship with the

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Japanese government is so important to President
Bush a lot of the geopolitical issues that

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were going on in the region at
the time. He said, we're going

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to pay for it. We're going
to figure it out, and so we

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ended up paying for that tripping.
As you know, Tokyo is not inexpensive.

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And what that revealed to me is
that there were just no systemic ways

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in the process that we could actually
deliver a US engagement in the World's Fair

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within budget without completely rethinking how we
managed that engagement. So my team and

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I huddled after I returned, and
we really focused on what's the number one

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thing we should be doing, and
that was creating jobs in the United States.

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And so we quickly raised thirty two
million dollars and partnerships with governors and

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partnerships with the automobile supply chain.
The event was taking place in Nagoya,

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which was Toyota's headquarters. The honorary
chairman of Toyota was the co chair with

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the Crown Prince, who's no Emperor
of Japan, and so we worked with

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suppliers and tires and paint and the
leather that goes inside the cars and the

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audio systems, and we would do
economic development events in advance, get the

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deals lined up, and then when
we got to the expo, we had

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sixteen governors come and we just signed
deals for factories. That's all we did,

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and as a result, we actually
ended up with a surplus. And

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I was very proud that the two
senators got up on the Senate floor and

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said, and she did it not
only on budget, but with no Inspector

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General's report, which is a really
good thing to have. That's brilliantly.

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So, that's so brilliant. Thank
you for sharing that. And that's a

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perfect way to send us into our
first break. I'm your host, doctor

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Lee's Quartez. We don't on the
airworth the most vibrant and jubilant Lisa Gable,

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the author of the new book Turnaround, How to Change Course when things

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are going south. We've been talking
about her background and some of the things

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that have helped make her who she
is. After this break, we're going

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to go into some of the areas
as to why her book is so important

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and wanted addresses. Stay with us. We'll be right back. Doctor release

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Cortez 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 a
lease to speak to your organization,

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00:19:25.279 --> 00:19:29.279
please visit her at Elise Cortez dot
com. Let's talk about how to get

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00:19:29.319 --> 00:19:41.279
your employees working on purpose. This
is Working on Purpose with doctor Relise Cortez.

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

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email to Elise ali Se at Elise
Cortez dot com. Now back to working

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on Purpose. Thanks for seeing with
us, and welcome back to the program.

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I'd like to invite you to check
out my book. We've been talking

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about lisas, but my book Purpose
Ignited How Inspiring Leaders Ignite Passion Elevate Cause

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came out last November. It's on
Amazon as well, and I wrote that

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book to awaken readers to their passion
and purpose and helped transform them into the

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inspirational leaders like Lisa's been talking about, who led by the workplace and elevate

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the contribution of business to all of
its stakeholders. I use the content as

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a basis for my by Lemire Leadership
program, and I grab your Gusto programs

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if you're just joining the program today. My guest is Lisa Gabel, who

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is recognized worldwide as a turnaround mastermind
and innovative businesswoman. As a CEO,

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former White House appointee, US Ambassador, and advisor of Fortune five hundred companies,

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Lisa has orchestrated the successful turnarounds of
private and public organizations in all industries.

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I'm your host, Doc Truli's Cortez. So for this segment, Lisa

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and listeners and viewers, what I
want to do is I want you to

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talk about the seven most common reasons
you talk about in your book as to

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why projects, teams, and organizations
go south. And before you do that,

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let me just set this up for
our listeners and viewers. So as

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you listen to her talk, listeners
and viewers think about if any of this

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stuff is present in your organization,
what not? If? But where?

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Probably it's a better way to say
that. So the first one that you

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talk about, Lisa, is that
organizations are built on haphazardly designed processes and

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structures. Seeing more about that one
of the things I mentioned is that when

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people are sort of off mission and
they're tweaking things to try and improve the

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situation, they tend to start making
decisions that aren't really based on the basic

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plan and underlying principle of the organization. And what I refer to as an

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example is, let's say that you
bought a house, and you had that

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house with an architect, and it
has a beautiful framework to it, but

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then you decide to add a port
cheer and a driveway there, and then

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the ship goes up and you're looking
at the house and you take an aerial

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viewpoint, and that's not the way
that house was supposed to look because you're

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not sticking with the plan. And
so what you want to do is you

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want to have a strategic plan in
place. You want that plan to be

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specific. It needs to be built
on quantitative goals. It needs to have

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a budge assigned to it. You
want to know what you're doing five years

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out, and you want to understand
what actions are the most important actions you

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can take in order to both not
only grow your company but also save your

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company. Gorgeous. I'm sure a
few of us can recognize that hodge podge

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of things that happen in either in
a business and organization or a house,

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and I've lived in a few of
those, by the way, both houses

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and organizations. Another common reason why
projects, teams and organizations go south,

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you say, is those in charge
believe more money can solve everything they do.

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One of the things that I've seen
is my entire career has been working

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for president CEOs and billionaires. It's
kind of an interesting career path that happened,

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really is. But what I've learned
about it is that initially when I'm

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brought in, it's usually when the
organization is struggling at its worst. They're

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trying to make a decision about whether
or not the end of life the organization,

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or whether they can save it,
whether they can do that Hail Mary.

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And so what I've noticed is that
they'll just start growing money at it.

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And there's a preconception that if you
give somebody enough money, it doesn't

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really matter the experience they have because
that thing's not so hard to solve.

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And so you go in and you
actually make the problem worse because you're only

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growing the problem, You're only expanding
the problem. You're you're not solving the

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underlying cause of what's causing this organization
to head south. And that's what you

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need to focus on, is that
you need to really understand at a very

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basic level. And trust me,
it is never what's on the surface.

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You know, you hear the term
peeling back the onion. You have to

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go pretty deep sometimes until you get
that aha moment and see that there is

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this underlying mechanism that is actually causing
your economic structure not to work. Got

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it, got it, got it. I'm sure that just a few of

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our listeners and viewers are like,
I can recognize that's doing that. Know

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that? Okay, Then the third
thing you talk about is the economics of

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the business make the end goal impossible. They do. That's also you get

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through mergers and acquisitions. And we've
seen this right and you see it within

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consumer product goods companies. We've seen
it in the high tech world. People

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might assume that they could go in
new directions because their company was number one

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in certain categories, but the reality
is that the economics of that business are

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not working. The cost of doing
businesses too high, and what you always

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have to do is look at what
is being produced for every dollar spent.

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I took over one organization, the
organization that I'm currently CEO of, and

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they were using walks. It was
not for profit to raise money. It

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was costing two million dollars to raise
a million dollars. Those economics don't work

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for anyone. And so you really
do need to understand not only the financial

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cost, but the people cost.
How much time is it taking, How

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difficult is it? Life shouldn't be
that difficult, and if you're using the

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right plan with the right structure,
it won't be. And by the way,

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Lisa, which which organization are you
the CEO of? I'm the CEO

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of a not for profit called fair, which is the largest in GEO investing

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in food allergy research and education.
We've invested about one hundred and ten million

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dollars in research to help solve the
problem of life threatening food allergies. Wow.

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Awesome, just a few things going
on in your life? Got it?

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Okay? All right? A number
four year you talk about in terms

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of reasons projects, teams and organizations
fail or go south, is that they

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are stuck in a cookie cutter approach
to culture and management. Yeah, I

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think that, you know, I
mean not this seeing other management books.

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But the reality is one of the
comments made about my book is it's not

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based on a lot of theory,
it's based on practice. And there are

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many times where I have inherited a
big business plan from a McKinsey or a

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big consulting firm. Not to knock
them, I've been partners with different pcgs

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and McKinsey's over the years. That
if you have only done something in theory

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and you have not had to do
it on the ground, sometimes you don't

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understand really the cost structure on the
ground. One of the things I like

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about the consumer products goods world,
those are the food and beverage manufacturers,

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is they have their top employees go
and visit the stores, the little tiny

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stores, the mom and pop stores, and a global audience. And so

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you know, one of the things
I did is I went into Mexico and

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we interviewed people at twenty stores during
the sugar texts that was implemented there,

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and we looked at the empty shelves
and we talked to people about the fact

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they were making one hundred dollars a
month and how they supported their entire family

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and how financially stressed they were.
So again, I think part of everything

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that we have to do is understand
theory works great, but you have to

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be able to make adjustments on the
ground in order to solve the specific problems

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that are killing your business. Yeah, and that's a beautiful illustration and that

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whole boots on the ground things so
so so important and definitely away from theory.

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But I think also, if I
remember correct in your book, this

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is where you're also when you talk
about cookie cutter approaches. I believe that's

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also where you talk about like a
lack of diversity. Is that right?

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It is? I mean, I
think one of the things we're all talking

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about today is inclusion. We want
to include people with diverse backgrounds in our

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management structure and our people structure.
You need to hear from people who are

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part of the experience, who bring
different experiences into the mix. No one

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has a consumer base or a patient
base that is all Caucasian. No one

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has a consumer base that's all wealthy
people. There are individuals in the pharmaceutical

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area. We talk a lot about
the voice of the patient and why it's

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important to have the diverse voices of
the patients because as an individual who has

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to use a thing in order to
solve a problem. The barriers that they

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have in order to be able to
do that are extremely different. So you

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want people who've actually lived a life
that's different from the person across the hall

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00:27:56.480 --> 00:28:00.839
from them that can bring both the
international experience as well as the mess experience

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based on the region that they grew
up in the culture that they grew up

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in. Beautiful articulated, Completely agree. Love that. Okay, now number

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five here and this is actually really
a heart This is just it kind of

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makes me cringe just reading this.
I know this exists. I know it

404
00:28:15.200 --> 00:28:18.799
does. But another one of the
reasons that projects, teams and organizations go

405
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south is their leaders make self interested
in empire building decisions. Yeah. I

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mean, one of the things that
I talk a lot about is that we

407
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are temporary stewards at the institutions we
serve. If we are doing our job

408
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correctly, we are growing that institution
to its next level of performance, and

409
00:28:34.240 --> 00:28:38.319
then we're leaving the institution and handing
it off to someone in better shape than

410
00:28:38.359 --> 00:28:42.240
we found it. But we are
a temporary steward, and you know,

411
00:28:42.319 --> 00:28:47.279
we can see that in institutions that
have been along for a long period of

412
00:28:47.279 --> 00:28:49.400
time, whether it's Harvard that I
think it's what four hundred years old now,

413
00:28:49.799 --> 00:28:55.559
or whether it's an Intel corporation that
just celebrated its fiftieth anniversary. No

414
00:28:55.599 --> 00:28:57.880
one is there forever. And yet
I have seen so many people walk in

415
00:28:59.279 --> 00:29:03.279
and they lose side of the fact
that the decisions they're making should not be

416
00:29:03.359 --> 00:29:07.640
about them, should not be made
about their career. They need to be

417
00:29:07.680 --> 00:29:12.519
made only keeping in the best of
the needs of that institution. What does

418
00:29:12.559 --> 00:29:17.640
that institution require? And I think
we've also seen people that have come into

419
00:29:17.720 --> 00:29:22.160
an institution and used the structure to
perhaps build the resume, and then they

420
00:29:22.200 --> 00:29:26.200
go on to the next place that's
not so good either, No it isn't

421
00:29:26.759 --> 00:29:29.960
And then related to that, not
the same thing at all. But there

422
00:29:30.079 --> 00:29:33.240
is a relation that seems to me
is then you talk about how founders overstay

423
00:29:33.279 --> 00:29:37.000
their welcome. Yes, I do. And I use actually one of my

424
00:29:37.000 --> 00:29:40.960
favorite people as an example, which
was Margaret Thatcher, because you know,

425
00:29:41.039 --> 00:29:44.240
if she'd left a few years earlier, I think her reputation would have been

426
00:29:44.319 --> 00:29:48.279
different as a leader. You know, there's a point where, again,

427
00:29:48.319 --> 00:29:53.720
going back to your temporary steward to
you need to have air appearance, which

428
00:29:53.720 --> 00:29:59.079
means that someone within the company you're
raising up in order to take your place.

429
00:29:59.160 --> 00:30:00.480
We always talk about it. If
you get hit by a bus tomorrow,

430
00:30:00.519 --> 00:30:06.079
who steps in and will the organizations
survive? But you also need to

431
00:30:06.160 --> 00:30:11.240
understand that you are there in a
moment in time. You were selected because

432
00:30:11.279 --> 00:30:15.519
of your skill set to help the
organization during that moment in time. That

433
00:30:15.680 --> 00:30:18.640
organization needs to continue to evolve.
It may do so through a merger and

434
00:30:18.680 --> 00:30:22.640
acquisition, It may do so through
gathering greater investment. It may do so

435
00:30:22.720 --> 00:30:27.759
by pursuing other markets. But there
is a point where leaders perhaps get very

436
00:30:27.759 --> 00:30:32.079
comfortable where they're at and it's hard. Who wants to walk away from a

437
00:30:32.119 --> 00:30:34.960
paycheck or a big payout. But
at the same time, you will lose

438
00:30:36.000 --> 00:30:37.920
good people and I've seen that many
times, which is that if the leader

439
00:30:38.000 --> 00:30:41.680
stays too long, then the people
underneath them can't rise up, and if

440
00:30:41.680 --> 00:30:47.160
you elevate, they're going to leave. And that's not for the organization either.

441
00:30:47.960 --> 00:30:49.440
I've seen that as well many times
as well. And then finally,

442
00:30:49.440 --> 00:30:52.759
the last thing you talk about for
reasons that projects, teams and organations go

443
00:30:52.799 --> 00:30:56.839
south is you say the leaders don't
recognize the project team organization is at an

444
00:30:56.960 --> 00:31:00.519
endpoint. Yeah, there's sometimes you
actually have to stop. I mean,

445
00:31:02.079 --> 00:31:07.240
some organizations don't last forever. Sometimes
they are there for a period of time,

446
00:31:07.279 --> 00:31:10.720
they ride the wave, and then
all of a sudden, their core

447
00:31:10.799 --> 00:31:14.880
business is no longer part of the
next evolution of technology, the next evolution

448
00:31:14.920 --> 00:31:18.599
of innovation. I've seen not for
profits get to that point where it was

449
00:31:18.640 --> 00:31:22.799
a great and not for profit and
provided a very specific need at a point

450
00:31:22.839 --> 00:31:26.359
in time, but all of a
sudden, the revenues the Donichians started going

451
00:31:26.400 --> 00:31:30.079
down, and so you have to
question, is this organization as it's currently

452
00:31:30.119 --> 00:31:37.079
comprised for the purpose for which it
serves still relevant in today's cycle of innovation

453
00:31:37.119 --> 00:31:41.960
and economic change. And it's okay. That's what people don't realize. It's

454
00:31:41.079 --> 00:31:48.359
okay to merge your organization, it's
okay to extend your organization to other countries.

455
00:31:48.759 --> 00:31:52.759
It's actually okay sometimes to go you
know what, we had a great

456
00:31:52.839 --> 00:31:56.960
run, We did these amazing things. Now we're shuttering our doors and we're

457
00:31:56.960 --> 00:32:00.759
taking our intellectual property and we're going
to give it to the next institution.

458
00:32:00.799 --> 00:32:05.640
And I've actually done that where we
took an organization, we completed our task,

459
00:32:05.759 --> 00:32:09.559
and then we took the core institutional
elements, all that wonderful investment that

460
00:32:09.680 --> 00:32:14.799
no longer could survive with the institution
as it was crafted, and we actually

461
00:32:14.880 --> 00:32:19.599
then gave it to another organization,
and that organization is now incorporating it.

462
00:32:19.839 --> 00:32:24.400
So everything we invested in is still
living, breathing, and producing that it's

463
00:32:24.440 --> 00:32:27.880
not doing it in the way that
it was when we were in charge.

464
00:32:28.720 --> 00:32:30.960
What a brilliant example. It makes
me also come to mind her And maybe

465
00:32:31.000 --> 00:32:34.039
I don't know if you know the
exact number or not, Lisa, but

466
00:32:34.279 --> 00:32:37.640
you talk about how you organizations come
and go, et cetera. Maybe they

467
00:32:37.680 --> 00:32:40.000
don't. They don't last forever to
that end. I'm if I have this

468
00:32:40.119 --> 00:32:44.039
right. This is from another show
that I did. The Fortune five hundred

469
00:32:44.039 --> 00:32:47.559
index was oh that was originally comprised. Isn't it like fifty or fifty three

470
00:32:47.640 --> 00:32:52.279
that are left now today something like
that. I don't know the numbers,

471
00:32:52.319 --> 00:32:54.119
but I just know about my own
time in Silicon Valley. I know that

472
00:32:54.200 --> 00:32:59.279
you know when Sun Microsystems was the
hottest thing, and three is the hottest

473
00:32:59.319 --> 00:33:02.440
thing. You know now it's Facebook
and Google and uh, and you know

474
00:33:02.480 --> 00:33:06.599
I have great Heart Friend Help Corporation. I think it's going to come back.

475
00:33:06.680 --> 00:33:08.799
I think that it's going to resecure
its position. It's had a difficult

476
00:33:08.839 --> 00:33:13.960
time, but it's got a good
underlying structure. Semiconductors are very important to

477
00:33:14.160 --> 00:33:16.640
our future in the United States.
But the reality is when I think about

478
00:33:16.640 --> 00:33:21.480
Silicon Valley in early nineteen nineties of
who was hot and what were the big

479
00:33:21.480 --> 00:33:25.079
companies everybody wanted to work for,
and then and then who's in charge now?

480
00:33:25.119 --> 00:33:29.400
And some of those companies don't exist
any longer. They do think as

481
00:33:29.440 --> 00:33:34.279
while they were there, they did, but the world moved on. Indeed,

482
00:33:34.400 --> 00:33:36.880
things change, which is why you've
written this book that you've written,

483
00:33:36.880 --> 00:33:38.640
which is fantastic. I really did
enjoy reading it, and one day I

484
00:33:38.680 --> 00:33:43.000
want my signed copy just so you
know. Okay, let's rebur our last

485
00:33:43.039 --> 00:33:45.559
break here. I'm your host,
doctor Elise Cortez. We've are on the

486
00:33:45.599 --> 00:33:47.480
air with Lisa Gable. She's the
author of the new book Turnaround, How

487
00:33:47.519 --> 00:33:52.160
to Change Course when things are going
south. We've been talking about some of

488
00:33:52.200 --> 00:33:55.119
the major reasons why projects, teams, and organizations go south. In the

489
00:33:55.200 --> 00:33:59.319
last segment, we're going to talk
about or turnaround the method. Stay with

490
00:33:59.400 --> 00:34:04.519
us, We'll be right. Doctor
Release Cortez is a management consultant specializing in

491
00:34:04.599 --> 00:34:09.280
meaning and purpose and inspirational speaker and
author. She helps companies visioneer for greater

492
00:34:09.320 --> 00:34:16.760
purpose among stakeholders and develop purpose inspired
leadership and meaning infused cultures that elevate fulfillment,

493
00:34:17.039 --> 00:34:22.039
performance, and commitment within the workforce. To learn more or to invite

494
00:34:22.039 --> 00:34:27.280
a lease to speak to your organization, please visit her at Eleise Cortez dot

495
00:34:27.280 --> 00:34:37.599
com. Let's talk about how to
get your employees working on purpose. This

496
00:34:37.679 --> 00:34:43.239
is working on Purpose with doctor Release
Cortez. To reach our program today or

497
00:34:43.280 --> 00:34:50.000
open a conversation with Elise, send
an email to Elise Alis at Elise Cortez

498
00:34:50.119 --> 00:34:57.639
dot com. Now back to working
on purpose. Thanks for thing with us,

499
00:34:57.679 --> 00:35:00.039
and welcome back to working on purpose. And one of the bit of

500
00:35:00.079 --> 00:35:01.519
news for you that I want to
share, and that is that in August,

501
00:35:01.519 --> 00:35:06.639
just about little over a month ago
now I've released anthology that I've been

502
00:35:06.679 --> 00:35:09.159
curating for the last couple of years. It's a collection of twenty five stories

503
00:35:09.199 --> 00:35:13.800
from women across the globe who share
their intimate details of finding their purpose and

504
00:35:13.840 --> 00:35:16.360
what they're now doing to serve from
it. It's called Passionately Striving and Why

505
00:35:16.440 --> 00:35:21.239
an anthology of women who persepe your
mindly to live their purpose. If you're

506
00:35:21.280 --> 00:35:23.880
just tuning in now, my guest
is Lisa Gabele, who has recognized worldwide

507
00:35:23.920 --> 00:35:29.360
as a turnaround mastermind and innovative businesswoman. As a CEO, former White House

508
00:35:29.360 --> 00:35:32.840
appointee, US Ambassador, and advisor
of Fortune five hundred companies, Lisa's orchestrated

509
00:35:32.920 --> 00:35:37.239
the successful turnarounds of private and public
organizations in all industries. I'm your host,

510
00:35:37.239 --> 00:35:42.119
doctor Elis Cortez, So for this
last bit here, I really want

511
00:35:42.119 --> 00:35:45.280
to give our listeners and viewers Lisa
a taste of what you have in your

512
00:35:45.280 --> 00:35:46.440
book here. So we don't have
a ton of time to go over each

513
00:35:46.480 --> 00:35:50.199
one of these, but I did
want to be able to have you queue

514
00:35:50.280 --> 00:35:53.760
up and talk about each of the
four steps. So take it as you

515
00:35:53.800 --> 00:35:57.320
like. How would you like to
share that bit? Sure? Well,

516
00:35:57.320 --> 00:36:00.280
I have a four step method,
and as you said, what I do

517
00:36:00.400 --> 00:36:02.960
is I take manufacturing principles I learned
at Intel, and I combine with them

518
00:36:02.960 --> 00:36:07.480
with the art diplomacy learned at the
State Department in the white House. Step

519
00:36:07.559 --> 00:36:10.440
number one is visualize your future if
you could waive your magic wand what would

520
00:36:10.480 --> 00:36:15.840
you want the world to look like
and what would be your perfect world scenario?

521
00:36:15.239 --> 00:36:21.280
And then what you need to do
is mentally understand where you are today

522
00:36:21.519 --> 00:36:25.079
in relationship to that scenario. Sometimes
it helps to go back and actually read

523
00:36:25.119 --> 00:36:29.000
your bye laws. Why were you
started in the first place, did you

524
00:36:29.039 --> 00:36:32.239
go off course from really your primary
mission? Did you add too many things

525
00:36:32.320 --> 00:36:37.320
on? So you start with the
perfect vision, and then you have to

526
00:36:37.360 --> 00:36:38.920
break down the past. And what
I mean by that is you begin to

527
00:36:38.960 --> 00:36:43.559
audit everything that you're doing. And
this should be a continuous process. You're

528
00:36:43.599 --> 00:36:46.559
going to revisit this process throughout the
life of your organization. But you want

529
00:36:46.559 --> 00:36:50.119
to break it all down. You
want to understand what you're doing, how

530
00:36:50.199 --> 00:36:52.760
much it's costing, how the pieces
relate to each other, do they make

531
00:36:52.840 --> 00:36:58.480
sense anymore? And once you determine
that you're basically building stacks, you're looking

532
00:36:58.480 --> 00:37:02.599
at things. You're making a determination
will what's currently in place each individual piece,

533
00:37:02.679 --> 00:37:07.960
does that piece belong? Doesn't help
you achieve that perfect division that you've

534
00:37:07.320 --> 00:37:12.440
articulated. The next is that you
create a path. Then from the past,

535
00:37:12.639 --> 00:37:15.719
from the present to the future.
What you want to do is use

536
00:37:15.800 --> 00:37:19.079
decision tree, something we use in
engineering a lot, which is a decision

537
00:37:19.119 --> 00:37:22.280
tree that allows you to lay things
out so that everybody's on the same page.

538
00:37:22.320 --> 00:37:25.480
They're looking at the same imagery.
You're making a decision. If we

539
00:37:25.559 --> 00:37:29.559
do this, then the answer is
yes. If it looks like this,

540
00:37:29.679 --> 00:37:31.440
then the answer is why. If
it has this price attached to it,

541
00:37:31.480 --> 00:37:36.760
the answer is Z. And if
it doesn't, your decision tree will take

542
00:37:36.800 --> 00:37:39.880
you to the no go until.
You used to talk about something called end

543
00:37:39.920 --> 00:37:43.719
of life, and I try to
introduce that end of life. As I

544
00:37:43.760 --> 00:37:46.920
said earlier, it's not a bad
term. Sometimes either something doesn't fit,

545
00:37:47.000 --> 00:37:51.599
it's not going to help you move
forward because innovation is overtaken that thing.

546
00:37:51.639 --> 00:37:53.719
It doesn't enable it to do what
it used to do, or it no

547
00:37:53.760 --> 00:37:57.920
longer fits as a mechanism to get
you to where you need to be.

548
00:37:58.800 --> 00:38:01.000
Finally, you've done all this,
You've created your decision trees, you've broken

549
00:38:01.000 --> 00:38:05.000
down the past, you've done your
ranking and rating, your ranking and rating

550
00:38:05.039 --> 00:38:07.920
things against each other. Because we
all have limited financial means in order and

551
00:38:07.960 --> 00:38:12.280
also personal means, so it's still
about time. It's about your people's time.

552
00:38:13.039 --> 00:38:15.679
You've made all the right decisions.
Now is the time to execute with

553
00:38:15.800 --> 00:38:20.880
speed, confidence, agility, and
heart. And what I mean by that

554
00:38:21.119 --> 00:38:25.800
is by using these steps, stop
revisiting everything, stop going back and questioning

555
00:38:25.840 --> 00:38:30.800
what you're doing. You've already gone
through a very systematic process in advance to

556
00:38:30.840 --> 00:38:35.480
make your determination on what are the
primary steps that you need to take to

557
00:38:35.480 --> 00:38:37.599
meet jobs one, two, and
three the things you must do to save

558
00:38:37.639 --> 00:38:42.559
your organization and grow your organization.
But the other piece I add to it

559
00:38:42.719 --> 00:38:46.639
is heart. And in any turnaround
situation, you are making very hard decisions.

560
00:38:46.960 --> 00:38:51.719
You have to make those decisions.
You can't avoid those decisions. But

561
00:38:51.800 --> 00:38:54.280
the manner in which you execute them, you need to understand that your decision

562
00:38:54.440 --> 00:39:00.920
impacts real people to may impact their
job, and may impact their favorite program,

563
00:39:00.960 --> 00:39:05.639
and may impact their family. And
so you'll want to communicate to that

564
00:39:05.719 --> 00:39:09.079
person that it's not in some cases
that they did anything wrong. When you

565
00:39:09.119 --> 00:39:13.320
do massive layoffs, it's not because
the employees were all screw ups. It's

566
00:39:13.360 --> 00:39:17.320
because the economics and the business don't
work any longer. Right, the organization

567
00:39:17.360 --> 00:39:22.239
has gone in a different direction.
So think about the people be kind to

568
00:39:22.280 --> 00:39:25.840
them, write them letters of recommendation, support them when they leave your organization,

569
00:39:27.079 --> 00:39:30.480
stay in contact with them and help
them along the way. They didn't

570
00:39:30.519 --> 00:39:32.599
go away, and you, in
fact may end up seeing that person again,

571
00:39:32.960 --> 00:39:37.079
working with that person again. They
may end up being your best partner

572
00:39:37.079 --> 00:39:39.760
because you help them get a job
in an organization that you need to partner

573
00:39:39.840 --> 00:39:44.360
with in order for you to accomplish
your objectives. You could actually end up

574
00:39:44.400 --> 00:39:47.119
working for that person again. So
remember that. Again, we're talking about

575
00:39:47.159 --> 00:39:53.239
moments and times, critical decisions,
but it's always about people. So Chris,

576
00:39:53.239 --> 00:39:55.320
okay, let me let me summarize
that for our listeners and viewer.

577
00:39:55.400 --> 00:40:00.320
So your four step Step one is
visualize the future. Step two is down

578
00:40:00.320 --> 00:40:04.320
the past. Step three create a
path from present to future. And step

579
00:40:04.360 --> 00:40:08.000
four execute with speed, confidence and
heart. Yeah, okay, all right,

580
00:40:08.039 --> 00:40:09.880
listeners and viewers, you've got some
work to do there. You go,

581
00:40:12.119 --> 00:40:15.320
all right. So now I want
to get into really just this notion

582
00:40:15.400 --> 00:40:20.599
where you really are speaking to my
love language, which is really meaning and

583
00:40:20.639 --> 00:40:22.119
purpose. And I love what you
say in your book and I'm going to

584
00:40:22.159 --> 00:40:25.239
just read it the way that you
put it in there. You write between

585
00:40:25.239 --> 00:40:29.920
my time at PepsiCo and FAIR,
I recognize that I thrive when I can

586
00:40:29.920 --> 00:40:35.199
bring together political parties, corporate competitors, and disparate constituents to get things done

587
00:40:35.199 --> 00:40:39.079
that benefit society, create sustainable partnerships, and provide profitable business models. I

588
00:40:39.159 --> 00:40:45.639
am happiest representing public private partnerships and
nonprofits and moving to the higher levels of

589
00:40:45.639 --> 00:40:47.920
performance. I truly love to make
a difference, and I found a great

590
00:40:47.920 --> 00:40:51.800
place to do that and Fair.
So if you would say a little bit

591
00:40:51.840 --> 00:40:54.880
more about this thing that seems to
be your sweet spot. I love solving

592
00:40:54.880 --> 00:41:00.519
complex problems, but more importantly,
I love solving complex problems that help people

593
00:41:00.559 --> 00:41:05.519
achieve an objective that's really critical to
the world. Every organization I've worked with

594
00:41:05.639 --> 00:41:08.920
has had an impact on people.
It's made people's lives better in different ways.

595
00:41:09.280 --> 00:41:13.719
At FAIR, what we're doing is
we're creating new therapies and diagnostics to

596
00:41:13.719 --> 00:41:17.079
help solve the problems of a disease
that creates great anxiety for children and their

597
00:41:17.119 --> 00:41:22.719
families. And so what I have
learned is I've learned to turn down jobs

598
00:41:22.760 --> 00:41:25.760
that look good on paper. We're
all about resume building. But as I've

599
00:41:25.800 --> 00:41:30.599
gotten older, what I've recognized is
I don't need that check the box on

600
00:41:30.679 --> 00:41:34.119
my resume. But I need is
I need purpose and passion. I need

601
00:41:34.159 --> 00:41:37.719
to do the things that make me
happy. And I also need to recognize

602
00:41:37.000 --> 00:41:42.719
what's my special sauce. And my
special sauce is bringing people together, creating

603
00:41:42.760 --> 00:41:47.760
net bipartisan network, forming partnerships,
aligning incentives to change, getting people to

604
00:41:47.840 --> 00:41:52.400
align towards a common goal, and
then having impact. And so that's my

605
00:41:52.480 --> 00:41:58.199
goal and I hope that's what you
learn is you read the book, Lisa,

606
00:41:58.239 --> 00:42:00.639
what's so beautiful about that? I
mean of what I have come to

607
00:42:00.679 --> 00:42:07.000
do over the last gosh four years, five years is about awakening passion and

608
00:42:07.079 --> 00:42:09.880
purpose and people Because Lisa, I'd
be out speaking to audiences and I would

609
00:42:09.920 --> 00:42:13.880
ask the odist, what are you
passionate about it? And there would be

610
00:42:13.880 --> 00:42:17.280
this registration where they realized they didn't
know the answer. They didn't know what

611
00:42:17.320 --> 00:42:20.400
they were passionate about. Now,
like no, no, no, no,

612
00:42:20.400 --> 00:42:22.480
no. You and I both lost
a parent, are parents in two

613
00:42:23.119 --> 00:42:28.199
nineteen and one precious life and you
don't know what you're passionate about. Let's

614
00:42:28.199 --> 00:42:30.320
get to that, right. So
one of the things I already love about

615
00:42:30.320 --> 00:42:35.320
featuring you is getting to showcase what
does it look like when you're passionate about

616
00:42:35.320 --> 00:42:38.239
what you do. When I started
my research for my PhD years ago,

617
00:42:38.760 --> 00:42:42.599
I researched how people experienced meaning in
their work, what did it mean to

618
00:42:42.639 --> 00:42:45.760
their sense of identity? And then
later I added on that and I found

619
00:42:45.760 --> 00:42:49.760
these fifteen modes of engagement. And
I started this radio program back in early

620
00:42:49.800 --> 00:42:52.960
twenty fifteen in part because I wanted
to bring people on who were passionate about

621
00:42:52.960 --> 00:42:57.079
their work. So I thought I
could show them as examples because people didn't

622
00:42:57.079 --> 00:43:00.480
believe you could be passionate about your
work. Isn't that sad? It's said,

623
00:43:00.559 --> 00:43:04.480
and one of the things today we
are in such a complex environment,

624
00:43:04.679 --> 00:43:09.400
and people are anxious and they're kind
of retreating, and we live in the

625
00:43:09.440 --> 00:43:14.119
greatest democracy in the world. We
do each of us can pick up the

626
00:43:14.119 --> 00:43:16.480
mantle of leadership. And we saw
people do that during COVID. We saw

627
00:43:16.480 --> 00:43:21.320
truck drivers do it. We saw
grocery stores workers do it. We saw

628
00:43:21.519 --> 00:43:24.880
physicians, assistants and nurses and hospitals. It doesn't matter where you are,

629
00:43:25.039 --> 00:43:29.159
because each of us can pick up
the mantle of leadership. Each of us

630
00:43:29.199 --> 00:43:31.840
can make a difference, and we
need to. We need to for our

631
00:43:31.840 --> 00:43:37.679
country, for the world. We
need to partner together and by doing so,

632
00:43:37.760 --> 00:43:42.199
we can all help accomplish great things. Well. And that's to that

633
00:43:42.320 --> 00:43:45.119
in least. One of the things
that I've been speaking about, and really

634
00:43:45.239 --> 00:43:47.320
to anybody who will listen to me, any audience, whatever, is the

635
00:43:47.400 --> 00:43:52.239
world desperately needs your gifts, because
especially now is where we rebuilding the world.

636
00:43:52.360 --> 00:43:55.840
Right, everybody matters. And here's
a really cool thing, ladies and

637
00:43:55.880 --> 00:44:00.559
gents. When you do contribute that
that way, when you do make it,

638
00:44:00.599 --> 00:44:02.679
when you do matter, that is
one of the things that is the

639
00:44:02.679 --> 00:44:07.880
most fulfilling about your life. When
you give. It's called self transcendence and

640
00:44:07.119 --> 00:44:12.719
love with therapy. When we transcend
ourselves to serve other people, it's one

641
00:44:12.760 --> 00:44:16.239
of the best feelings we could possibly
get. It's just it's it's better than

642
00:44:16.320 --> 00:44:22.159
almost better than life. So so
you being example the sort of fantastic and

643
00:44:22.480 --> 00:44:25.880
I really it's one of the great
things about hosting the show is that it

644
00:44:25.880 --> 00:44:30.840
allows me to be and you're my
ongoing university. All my guests are my

645
00:44:30.920 --> 00:44:34.559
ongoing university. Because I read the
book cover to cover and then I share

646
00:44:34.719 --> 00:44:37.400
you and my learnings with listeners,
so you're part of my education. So

647
00:44:37.519 --> 00:44:40.519
you know that this this show,
as you said before, is listened to

648
00:44:40.599 --> 00:44:45.960
by people across the world, which
I love. And it's really about trying

649
00:44:45.960 --> 00:44:49.400
to create a place where we can
we can about creating a world where we

650
00:44:49.440 --> 00:44:52.320
can create workplaces where people actually want
to come to work give their best.

651
00:44:52.639 --> 00:44:55.360
We create inspirational leaders like your father, and we do business at better in

652
00:44:55.400 --> 00:44:59.400
the world. Knowing that what would
you like to leave our listeners with.

653
00:45:00.079 --> 00:45:02.719
Partnership is key. Like I said, we are in such a complex time.

654
00:45:02.760 --> 00:45:06.960
We as countries need to join together. We as people need to join

655
00:45:07.039 --> 00:45:09.000
together. You don't need to wait
for the leaders of the country to come

656
00:45:09.079 --> 00:45:13.519
up with the solution. We can
do it ourselves. There are amazing non

657
00:45:13.519 --> 00:45:19.800
governmental organizations out there. They're amazing
companies doing incredible work and business diplomacy across

658
00:45:19.840 --> 00:45:23.920
agriculture, climate change, sustainability.
We have the capability to join with each

659
00:45:23.920 --> 00:45:28.599
other and make a difference in the
world. So let's do it. I'm

660
00:45:28.599 --> 00:45:30.880
in Thank you, Lisa. It
is so great to have you on the

661
00:45:30.880 --> 00:45:32.280
show and share you with my listeners
and viewers. Thank you so much for

662
00:45:32.920 --> 00:45:37.599
jumping in, especially when I know
you're in a hotel and you're in between

663
00:45:37.800 --> 00:45:42.519
conversations and trying to attend a global
summit. Thank you for fitting us in

664
00:45:43.159 --> 00:45:45.480
well. Thanks so much for having
me. It was really an honor to

665
00:45:45.519 --> 00:45:49.519
be with you today and talking about
my favorite topics. Awesome. And thanks

666
00:45:49.559 --> 00:45:52.280
again to your PR person Danny mackew, who brought you to me. Thank

667
00:45:52.280 --> 00:45:54.320
you again Danny for finding her and
sending her my way. So listeners and

668
00:45:54.400 --> 00:45:57.519
viewers, if you want to learn
more about Lisa Gable or for a new

669
00:45:57.559 --> 00:46:00.679
book, the best way to do
it is just go to turn around book

670
00:46:00.960 --> 00:46:04.519
dot com. It's now on the
screen as well. And thanks again to

671
00:46:04.559 --> 00:46:07.280
our partnering sponsor work Proud, which
helps companies build a platform where your workforce

672
00:46:07.320 --> 00:46:12.800
receives meaningful feedback and thanks for their
work from people across the company last week.

673
00:46:12.840 --> 00:46:14.639
If you missed the live show,
you can always get to be a

674
00:46:14.639 --> 00:46:19.159
recorded podcast. We are on the
Earth doctor William Smith learning about his decades

675
00:46:19.239 --> 00:46:22.679
long pursuit to develop a relational model
of organizational development that is anchored in purpose

676
00:46:22.880 --> 00:46:28.480
and fueled by appreciation, influence,
and control. Incredibly powerful to hear how

677
00:46:28.519 --> 00:46:31.000
his life's work has unfolded through his
experiences working at the World Bank and the

678
00:46:31.039 --> 00:46:36.280
United Nations. Next week will be
on the air with Dalton and Stephie Divakarn

679
00:46:36.519 --> 00:46:39.519
talking about their work they are doing
through their nonprofit they founded called Ethne,

680
00:46:39.559 --> 00:46:45.159
which helps fight human injustices and empowers
vulnerable women and children. Promises to be

681
00:46:45.199 --> 00:46:47.199
an inspiring conversation. Join it,
see you there. Remember that works at

682
00:46:47.280 --> 00:46:52.039
least a third of our life.
So let's work on purpose. We hope

683
00:46:52.079 --> 00:46:54.639
you've enjoyed this week's program. Be
sure to tune in too, Working on

684
00:46:54.679 --> 00:47:00.639
Purpose featuring your host, doctor Elise
Cortez each week on the Voice eas America

685
00:47:00.719 --> 00:47:07.559
Empowerment Channel. Together, we'll create
a world where business operates conscientiously, leadership

686
00:47:07.679 --> 00:47:13.199
inspires impassioned performance, and employees are
fulfilled in work that provides the meaning and

687
00:47:13.280 --> 00:47:16.679
purpose they crave. See you there, Let's work on Purpose.