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 and

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

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

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

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

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on purpose. Now Here is your
host, doctor Elise Cortes. Hi there,

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welcome back to the Working a Purpose
Program. Thanks for tuning again this

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week. I'm your host, doctor
Elie Cortes, joining you live from Dallas,

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

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

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speaker, social scientist, and author. I help companies discover and articulate their

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purpose to throw it through their culture
and operations. I work organizations to develop

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

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

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members to discover and unlease their passion
and purpose at work to catalyze fulfillment,

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

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work together at atleastcore test dot com
or gustodashnow dot com. Let me thank

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my partner and sponsor work Proud.
We are a perfect collaboration. Everyone wants

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to know they matter and that the
work they do is meaningful and appreciated.

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Work Proud helps companies do just that
through their mobile platform that is built to

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encourage employees to share stories and recognize
each other's contribution. Work Proud empowers hr

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and business leaders to help create company
cultures where all employees are inspired to feel

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proud of their company and proud of
their work. Learn more at workproud dot

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com. With us today is Lisa
Gable, who is recognized worldwide as a

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turnaround mastermind and innovative businesswoman. As
a CEO, former White House appointee,

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US Ambassador and advisor to Fortune five
undred companies, orchestrated the successful turnaround of

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private and public organizations in all industries. She's author of the brand new book

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called Turnaround, How to Change Course
when Things are going South. We'll be

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talking about her fascinating background and early
learning experiences that helped set the stage for

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her work today, the conditions in
which many businesses find themselves today, and

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her fore part turnaround approach. She
talked you today from Los Angeles, where

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she is attending the Milk and Global
Summit. Lisa, Welcome to Working on

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Purpose. Thanks for having me.
I really appreciate being with you today,

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so welcome and let us thank and
give a shout out to Danny Mackie.

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You're a pr person. She's the
one that connected the two of us.

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I love when public relations people reach
out to me with a fantastic author of

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business leader and say, hey,
how about this guest, So thank you

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for that, Danny, You're fantastic. So for this first segment here,

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I really wanted to really help our
listeners and viewers just really understand you and

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where you've come from. It's so
fascinating to me to understand how a person

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becomes who they are in life and
all of the touch points and mentors and

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experiences that contribute to that person that
can create a book like you did and

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do the work that you've been doing
for the last couple of decades. So

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first we got to talk about your
dad, right, So it seems to

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me that you literally grew up drinking
from the well of business as you talk

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about your father and your book so
beautifully, as a very accomplished businessman who

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taught you a lot. Can you
tell us a little bit more about what

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you got from your dad? I
can, and what I should tell you

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is really one of the key inspirations
for the book was that my father passed

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away in twenty nineteen and I came
across the letter that he had written to

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me at a very difficult time.
I was a middle manager at Intel Corporation,

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and that's where you don't have enough
power and are really quite sure of

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what direction to go and how to
manage your way out. And what my

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father told me is that every stumbling
block in his life actually became his greatest

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stepping stone. And he would often
quote Churchill's never give Up speech because he

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gave me the confidence to make the
right to decisions, learned to manage things,

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power my way through difficult situations.
But my father had built in academic

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institutions, starting with one hundred and
fifty people, growing it into an organization

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of seventy five hundred, multi billion
dollar business with global means and reach.

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And so when he passed, we
had received hundreds and hundreds of emails and

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phone calls from individuals who were elected
officials and also you know, broadcasters on

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major television stations as well as your
average person who just got a good job

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and stayed in a good job and
raised their family. And every single person

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said the same thing that your father, My father identified something special in them.

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They weren't the bright, new shiny
penny, they weren't the most popular

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kid. But what he recognized is
what made them as an individual special,

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what was their special sauce. And
what he did is he reached in and

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helped that person develop that unique capability. It would now allow them to leave

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it deliverable at every step in their
way, to allow them to have impact,

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to allow them to lead a life
with purpose. And so listening to

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that, reading through those messages,
reading through his letter, it really did

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become a foundation for how I could
take my own story and turn it into

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something people can choose. Okay,
a couple things to that. First,

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what you're talking about with regard to
who your dad was in the world and

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how he touched people's lives. That's
pretty much the same stuff that I teach

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in my programs about how to become
a vitally inspiring leader to people. Just

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that is that you're talking about that
kind of impact is so incredible. So

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I really want to already honor your
father for being that human being. So

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that's beautiful. And the second thing
I want to say is that, like

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you, both of my parents passed
away in twenty nineteen, twenty eight days

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apart in January. So it's very
interesting that we are writing a similar time

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wave there. It is. I
think it's that moment in time that we

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all have and I call it the
march through life. And I know that

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so many of my friends who are
about in the same level of maturity and

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their job experience, are also suffering
that loss. And I'm now watching young

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employees suffer that loss. And it's
difficult because they do leave a gap in

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our lives. But what it also
does is it brings into great clarity as

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you're celebrating their life, what amazing
people they were and how they affected each

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of us and 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

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

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is really a beautiful way to thread
the lives together. Absolutely, I one

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hundred percent agree with you. Great, I love it like mine's already.

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Well, now I want to get
into this is so interesting listeners and viewers,

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wait un till you read the book
and there's just so many amazing stories

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that Lisa shares about her life.
And what I found also interesting, Lisa,

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was you talk about your early career
working with the US Department of Defense

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and in the White House. Pretty
fascinating way to kick off a career.

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My dear, why did you choose
this path? When I was a little

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

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thing. Was a girl I was. I was a tiny little thing and

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

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crispy. But my dad would take
me to all the different military sites,

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

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

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Europe. And my curtains in my
bedroom as well as my bedspread were revolutionary

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

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

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

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

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I had the opportunity to be an
intern in Washington, and actually it was

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one of the first wave of interns
that came in under Ronald Reagan. So

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

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

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

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

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

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

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

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

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to qualify for the scholarship and I
wore her down 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 Cap Weinberger at the age

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

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

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

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

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

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

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

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

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

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really inspired and just a little bit
exhausted. I do tho fast. That's

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just 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 show case that the possibilities.

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

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

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

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

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book 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

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

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

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

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I was at Intel, I applied
to business school. I flew out to

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Harvard to interview, and ladies looking
at me going up, I just don't

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know quite see this in your future. You seem to be doing. Do

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you okay where you are? And
then I felt compelled to apply and got

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into two PhD programs and Condaleza Rice
actually sat me down and she said,

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Lisa, I know you you would
be miserable. You know, go keep

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staying in Silicon Valley. It's the
place you need to be. And what

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I learned from Craig was worthy of
a degree from any top tier institution,

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having met love, love, personal
mentorship, someone who who really believed in

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you, and yet not only believed
in me, but took the time to

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explain to me how the processes worked. And so I was this troubleshooter and

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what I would do is we had
a problem with chips being stolen on docs

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in Hong Kong. I still have
my security clearances. So I was off

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back to the intelligence agencies, meeting
with them talking about ways that we could

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improve and manage the export control process
so we could protect things from theft but

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also protect our national security interest while
also opening the door for innovation. We

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knew that technology was going to improve, and so within that context, we

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went through all of the dynamics of
sort of the ballad of alverage award processes

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and applying that to those conversations and
showing and developing a new system for how

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the US government ended up managing export
controls, but he was also interested in

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K through twelve education and Intel was
a relatively new company at the time.

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It was like one and a half
billion dollars CSR corporate social responsibility. No

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one was really doing that. This
was in the late eighties early nineties,

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and Craig knew that we would have
a crisis in America if we weren't building

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in our school system the technological capability, that mathematical engineering skills that would be

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necessary to employ Americans in factories in
the United States. And so he had

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me go around the company and evaluate
how we were spending our money and who

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was volunteering. And what we discovered
is a lot of little five thousand dollars

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gifts and ten thousand dollars gifts were
going out from different site managers. We

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knew that a lot of Intel employees
were taking time off of work as they

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could to volunteer in the schools.
And so again we took those systems and

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processes and figured out, how could
we really invest in this, How could

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we build something that was first of
class, How could we coal uce all

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of our activity towards three primary goals, three primey things, we would do

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in the K through twelve system,
and through that process we actually built two

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prototype programs that ended up being in
a lot of magazines and books as examples

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of what Silicon Valley should do.
And so learning again how to take those

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skill sets and apply them to export
controls, take those skill sets and apply

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them to actually building a charter school
on Intel property in Arizona. And then

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I was asked to understand why Intel
had lost a major trademark. We'd lost

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what was called the two eighty six
three eighty six mark. We had gone

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through seven year lawsuit. We were
getting ready to spend billions of dollars on

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the Intel Inside program, and so
we wanted to develop the internal systems to

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ensure that any place Intel invested this
money in building a brand, that we

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could protect and own that brand.
So diverse applications of the same principles you

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just uttered an awful lot of value
in just a short amount of time.

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Lisa, It's incredible to listen to
you your mind itself. I already I

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already know what I'm dealing with sort
of life. You've got your own computer

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mind. We're working within drawing from
today. I got it I'm with you.

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Okay. One other thing I want
to talk about before we get into

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really the bulk of not the bulk, but part of your book, and

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the next segment is I want you, if you would to talk about your

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two thousand and four to two thousand
and five experience when you were appointed by

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President George Bush as the United States
Ambassador and Commissioner General to direct the US

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Pavilion. What a colossal experience.
Instead of massive learnings, that must have

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been just incredibly complex situation you found
yourself in and had to navigate through.

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So would you share a little bit
about that for our listeners. I think

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it also really explicates in showcases just
where a lot of your expertise has been

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building from. Well, it was
interesting, and this is an absolutely perfect

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day for it because we had the
passing of Secretary Colon Powell yesterday, and

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Colin Powell was the individual that helped
me really get started on this journey.

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Essentially, what it happened is that
in nineteen ninety eight the US had participated

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in the World Expo, and historically
those had always been economic tragedies the United

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States. We'd actually never been able
to make the economics of the business work.

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There were always huge cost overruns dealing
with the complexity of the government bureaucracy.

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People were making mistakes. In this
particular case, an individual actually did

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get indicted, so that was a
whole other issue. But basically Congress threw

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up their hands and said, we're
done. It's been, you know,

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since the Chicago World's Fair. These
things have cost us a lot of money,

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a lot of lawsuits, and we're
going to privatize it all. And

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Colin Powell was sworn into office,
and four months later, we were supposed

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to have the United States go to
an expo in Germany, and he made

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that very tough decision to withdraw the
United States from that particular event because the

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money hadn't been raised and he knew
that there was no way to get there.

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So I walk in the door knowing
none of this. It wasn't really

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public information, and so you know, I was sitting in Presidential personnel and

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they said, we need someone who
has work experience in Japan. I'm like,

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oh, yep, I do we
need someone who can raise money?

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And I'm like, yep, I
can that. I have a long history

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of raising money. And plus we
need somebody who has a relationship with Howard

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Baker. I'm like, it's a
trifecta. Howard Baker, who was the

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US ambassador at the time, was
my brother in law's godfather. So I

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thought, perfect job for me.
Take the job. And then I'm running

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around because we're late to the game. We were literally, I think the

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one hundred and ninety ninth or two
hundredth country to sign up, the last

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country in six months out from actually
opening the doors, and I discovered we

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were millions of dollars in the hole. And the other thing I discovered is

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I tell in the book, is
I was driving to the airport to sign

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a bilateral agreement with a foreign government, and I get a phone call from

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the State Department attorneys and they said, you know, we've been relooking at

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everything that happened in that congressional review, and no one can pay for your

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trip. And I'm like, what
do you mean. So we can't pay

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for the airplane, we can't pay
for your time in Tokyo, we can't

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pay for your time in Nagoya.
And so my husband was driving me,

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and I said, what do we
do. He goes, We're paying for

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it, said the relationship with the
Jobanese government is so important to President Bush

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a lot of the geopolitical issues that
were going on in the region at the

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time. He said, we're going
to pay for it. We're going to

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figure it out, and so we
ended up paying for that tripping. As

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you know, Tokyo is not inexpensive. And what that revealed to me is

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that there were just no systemic ways
in the process that we could actually deliver

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a US engagement in the World's Fair
within budget without completely rethinking how we manage

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that engagement. So my team and
I huddled after I returned and we really

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focused on what's the number one thing
we should be doing, and that was

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creating jobs in the United States.
And so we quickly raised thirty two million

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dollars in partnerships with governors and partnerships
with the automobile supply chain. The event

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was taking place in Nagoya, which
was Toyota's headquarters. The honorary chairman of

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Toyota was the co chair with the
Crown Prince who's now Emperor of Japan,

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and so we worked with suppliers and
tires and paint and the leather that goes

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inside the cars and the audio systems, and we would do economic development events

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in advance, get the deals lined
up, and then when we got to

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the expo, we had sixteen governors
come and we just signed deals for factories.

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That's all we did, and as
a result, we actually ended up

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with a surplus. And I was
very proud that the two senators got up

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on the Senate floor and said,
and she did it not only on budget,

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but with no inspector general support,
which is a really good thing to

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have. That's brilliantly so, that
is so brilliant. Thank you for sharing

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that. And that's a perfect way
to send us into our first break.

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I'm your host, Doctor Lee's Cortez. We do on the air with the

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most vibrant and jubilant Lisa Babel,
the author of the new book Turnaround,

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How to Change Course when things are
going south. We've been talking about her

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background and some of the things that
have helped make her who she is.

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After this break, we're going to
go into some of the areas as to

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why her book is so important and
wanted addresses. Stay with us right back.

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Doctor Elise Cortes is a management consultant
specializing in meaning and purpose and inspirational

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

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

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within the workforce. To learn more
or to invite Elise to speak to your

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organization, please visit her at Eleasecortes
dot com. Let's talk about how to

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get your employees working on purpose.
This is Working on Purpose with doctor Elise

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00:19:40.799 --> 00:19:45.599
Cortes. To reach our program today
or open a conversation with Alise, send

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an email to Aleise Alise at Elisecortes
dot com. Now back to working on

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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 about

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Lisa's, but my book Purpose Ignited, How Inspiring Leaders Ignite Passion, Elevit

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Cause came out last November. It's
on Amazon as well. And I wrote

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that book to awaken readers to their
passion and purpose and help transform them into

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the inspirational leaders like Lisa's been talking
about, who would live by the workplace

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and elevate the contribution of business to
all of its stakeholders. I use the

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content as the basis for my Violin
Inspire Leadership program and I grab your Gusto

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00:20:22.079 --> 00:20:26.839
programs if you're just joining the program
today. My guest is Lisa Gable,

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who 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 Under

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companies, Lisa has orchestrated the successful
turnarounds of private and public organizations in all

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industries. I'm your house doctru Luce
Cortes. So for this segment, Lisa

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

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

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

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

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

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of this stuff is present in your
organization, not if, but where Probably

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it is a better way to say
that. So the first one that you

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

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and structures. Saying more about that, one of the things I mentioned is

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that when people are sort of off
mission and they're tweaking things to try and

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

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

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

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

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but then you decide to add a
porch here and a driveway there,

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and then that shimming goes up and
you're looking at the house and you take

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an aerial viewpoint and that's not the
way that house was supposed to look because

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

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

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

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

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

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

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your company. Gorgeous. I'm sure
a few of us can recognize that hodgepodge

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

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

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both houses and organizations. Another common
reason why projects, teams, and organizations

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go south, you say, is
those in charge believe more money can solve

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everything they do. One of the
things that I've seen is my entire career

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has been working for presidents, CEOs
and billionaires. It's kind of an interesting

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career path, that really is.
But what I've learned about it is that

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initially when I'm brought in, it's
usually when the organization is struggling at its

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worst. They're trying to make a
decision about whether or not the end of

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life the organization, or whether they
can save it, whether they can do

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that Hail Mary. And so what
I've noticed is that they'll just start throwing

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money at it. And there's a
preconception that if you give somebody enough money,

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it doesn't really matter the experience they
have, because that thing's not so

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hard to solve. And so you
go in and you actually make the problem

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worse because you're only growing the problem, You're only expanding the problem, You're

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not solving the underlying cause of what's
causing this organization to head south. And

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that's what you need to focus on, is that you need to really understand

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at a very basic level. And
trust me, it is never what's on

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the surface. You know, you
hear the term peeling back the onion.

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You have to go pretty deep sometimes
until you get that aha moment and see

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that there is this underlying mechanism that
is actually causing your economic structure not to

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work. Got it, got it? Got it. I'm sure that just

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a few of our listeners and viewers
are like, I can recognize that's doing

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that. Know that? Okay.
Then the third thing you talk about is

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the economics of the business make the
end goal impossible. They do. That's

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also you get through mergers and acquisitions. And we've seen this right and you

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see it within consumer product goods companies. We've seen it in the high tech

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world. People might assume that they
could go in new directions because their company

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was number one in certain categories,
but the reality is that the economics of

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that business are not working. The
cost of doing business is too high,

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and what you always have to do
is look at what is being produced for

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every dollar spent. I took over
one organization, the organization that I'm currently

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CEO of, and they were using
walks. It was not for profit to

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raise money. It was costing two
million dollars to raise a million dollars.

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Those economics don't work for anyone,
and so you really do need to understand

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not only the financial cost, but
the people cost. How much time is

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it taking, How difficult is it? Life shouldn't be that difficult, and

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if you're using the right plan with
the right structure, it won't be.

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And by the way, Lisa,
which which organization are you the CEO of?

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I'm the CEO of a not for
profit called fair, which is the

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largest NGO investing in food allergy research
and education. We've invested about one hundred

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and to million dollars in research to
help solve the problem of life threatening food

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allergies. Wow. Awesome, just
a few things going on in your life?

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Got it? Okay? All right? A number four year you talk

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about in terms of reasons projects,
teams and organizations fail or go south,

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is that they are stuck in a
cookie cutter approach to culture and management.

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Yeah. I think that, you
know, I mean not dissing other management

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books, but the reality is.
One of the comments made about my book

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is it's not based on a lot
of theory, it's based on practice.

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And there are many times where I
have inherited a big business plan from a

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McKenzie or a big you know,
consulting firm. Not to knock them,

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I've been partners with different pcgs and
McKenzie's over the years. But if you

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have only done something in theory and
you have not had to do it on

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the ground, sometimes you don't understand
really the cost structure on the ground.

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One of the things I like about
the consumer products goods world, those are

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the food and beverage manufacturers, is
they have their top employees go and visit

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the stores, the little tiny stores, the mom and pop stores, and

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a global audience. And so you
know, one of the things I did

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is I went into Mexico when we
interviewed people at twenty stores during the sugar

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text that was implemented there, and
we looked at the empty shelves and we

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talked to people about the fact they
were making one hundred dollars a month and

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how they supported their entire family and
how financially stressed they were. So again

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I think part of everything that we
have to do is understand theory works great,

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but you have to be able to
make adjustments on the ground in order

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to solve the specific problems that are
killing your business. Yeah, and that's

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a beautiful illustration and that whole boots
on the ground thing so so so important

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and definitely away from theory. But
I think also, if I remember correct

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in your book, this is where
you're also when you talk about cookie cutter

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approaches. I believe that's also where
you talk about like a lack of diversity.

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Is that right? It is?
I mean, I think one of

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the things we're all talking about today
is inclusion. We want to include people

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with diverse backgrounds in our management structure
and our people structure. You need to

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hear from people who are part of
the experience, who bring different experiences into

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the mix. No one has a
consumer base or a patient base that is

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all you know, Caucasian. No
one has a consumer base that's all wealthy

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people. There are individuals in the
pharmaceutical area. We talk a lot about

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the voice of the patient and why
it's important to have the diverse voices of

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the patients because as an individual who
has to use a thing in order to

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solve a problem. The barriers that
they have in order to be able to

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do that are extremely different. So
you want people who have actually lived a

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life that's different from the person across
the hall from them that can bring both

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the international experience as well as the
experience based on the region that they grew

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up in the culture that they grew
up in. Beautiful articulator, Completely agree,

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love that. Okay, now number
five here and this is actually really

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a heart and this is just it
kind of makes me cringe just reading this.

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I know this exists, I know
it does. But one of another

404
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one of the reasons that projects,
teams and organizations go south is their leaders

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make self interested in empire building decisions. Yeah. I mean one of the

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things that I talk a lot about
is that we are temporary stewards at the

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institutions we serve. If we are
doing our job correctly, we are growing

408
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that institution to its next level of
performance, and then we're leaving the institution

409
00:28:37.000 --> 00:28:40.559
and handing it off to someone in
better shape than we found it. But

410
00:28:40.640 --> 00:28:44.440
we are a temporary steward, and
you know, we can see that in

411
00:28:44.519 --> 00:28:48.480
institutions that have been along for a
long period of time, whether it's Harvard

412
00:28:48.480 --> 00:28:51.680
that I think is what four hundred
years old now, or whether it's an

413
00:28:51.880 --> 00:28:56.640
Intel corporation that just celebrated its fiftieth
anniversary. No one is there forever.

414
00:28:56.759 --> 00:29:00.599
And yet I have seen so many
people walk in and they lose side of

415
00:29:00.640 --> 00:29:03.839
the fact that the decisions they're making
should not be about them, should not

416
00:29:03.880 --> 00:29:10.000
be made about their career. They
need to be made only keeping in the

417
00:29:10.039 --> 00:29:15.559
best of the needs of that institution. What does that institution require? And

418
00:29:15.599 --> 00:29:18.759
I think we've also seen people that
have come into an institution and used the

419
00:29:18.839 --> 00:29:22.079
structure to perhaps build the resume,
and then they go on to the next

420
00:29:22.119 --> 00:29:27.160
place that's not so good either,
No it isn't And then related to that,

421
00:29:27.359 --> 00:29:30.000
not the same thing at all.
But there is a relation that seems

422
00:29:30.039 --> 00:29:34.039
to me is then you talk about
how founders overstay their welcome. Yes,

423
00:29:34.079 --> 00:29:37.319
I do. And I use actually
one of my favorite people as an example,

424
00:29:37.359 --> 00:29:41.960
which was Margaret Thatcher, because you
know, if she'd left a few

425
00:29:41.039 --> 00:29:45.079
years earlier, I think her reputation
would have been different as a leader.

426
00:29:45.599 --> 00:29:49.720
You know, there's a point where
you again, going back to your temporary

427
00:29:49.759 --> 00:29:56.240
steward, you need to have their
appearance, which means that someone within the

428
00:29:56.279 --> 00:29:59.920
company you're raising up in order to
take your place. We always talk about

429
00:29:59.920 --> 00:30:02.440
it. If you get hit by
a bus tomorrow, who steps in and

430
00:30:02.440 --> 00:30:07.319
while the organization survive. But you
also need to understand that you are there

431
00:30:07.440 --> 00:30:11.400
in a moment in time. You
were selected because of your skill set to

432
00:30:11.519 --> 00:30:17.480
help the organization during that moment in
time. That organization needs to continue to

433
00:30:17.559 --> 00:30:19.759
evolve. It may do so through
a merger and acquisition, It may do

434
00:30:19.920 --> 00:30:25.640
so through gathering greater investment. It
may do so by pursuing other markets.

435
00:30:25.880 --> 00:30:30.319
But there is a point where leaders
perhaps get very comfortable where they're at and

436
00:30:30.359 --> 00:30:33.599
it's hard. Who wants to walk
away from a paycheck or a big payout.

437
00:30:33.000 --> 00:30:37.119
But at the same time, you
will lose good people and I've seen

438
00:30:37.160 --> 00:30:40.480
that many times, which is that
if the leader stays too long, then

439
00:30:40.480 --> 00:30:44.559
the people underneath them can't rise up, and if you elevate, they're going

440
00:30:44.640 --> 00:30:48.519
to leave. And that's not for
the organization either. I've seen that as

441
00:30:48.559 --> 00:30:51.240
well many times as well. And
then finally, the last thing you talk

442
00:30:51.279 --> 00:30:53.759
about for reasons that projects, teams
and originations go south is you say the

443
00:30:53.839 --> 00:30:59.240
leaders don't recognize the project team organization
is at an end point. Yeah,

444
00:30:59.279 --> 00:31:03.720
there's sometimes you actually have to stop. I mean, some organizations don't last

445
00:31:03.759 --> 00:31:07.960
forever. Sometimes they are there for
a period of time, they ride the

446
00:31:07.960 --> 00:31:11.920
wave, and then all of a
sudden, their core business is no longer

447
00:31:11.039 --> 00:31:15.319
part of the next evolution of technology, the next evolution of innovation. I've

448
00:31:15.359 --> 00:31:18.440
seen not for profits get to that
point where it was a great not for

449
00:31:18.519 --> 00:31:23.000
profit and provided a very specific need
at a point in time, but all

450
00:31:23.000 --> 00:31:26.400
of a sudden, the revenues the
donations started going down, and so you

451
00:31:26.480 --> 00:31:32.559
have to question, is this organization
as it's currently comprised for the purpose for

452
00:31:32.599 --> 00:31:37.799
which it serves still relevant in today's
cycle of innovation and economic change. And

453
00:31:37.960 --> 00:31:44.200
it's okay. That's what people don't
realize. It's okay to merge your organization,

454
00:31:44.759 --> 00:31:51.799
it's okay to extend your organization to
other countries. It's actually okay sometimes

455
00:31:52.039 --> 00:31:55.039
to go you know what, we
had a great run, We did these

456
00:31:55.079 --> 00:31:59.720
amazing things. Now we're shuttering our
doors and we're taking our intellectual property and

457
00:31:59.759 --> 00:32:01.839
we're going to give it to the
next institution. And I've actually done that

458
00:32:01.920 --> 00:32:06.519
where we took an organization we completed
our task, and then we took the

459
00:32:06.559 --> 00:32:12.279
core institutional elements, all that wonderful
investment that no longer could survive with the

460
00:32:12.319 --> 00:32:16.279
institution as it was crafted, and
we actually then gave it to another organization,

461
00:32:16.400 --> 00:32:22.240
and that organization is now incorporating it. So everything we invested in is

462
00:32:22.279 --> 00:32:25.319
still living, breathing, and producing, but it's not doing it in the

463
00:32:25.319 --> 00:32:29.759
way that it was when we were
in charge. What a brilliant example.

464
00:32:30.079 --> 00:32:31.400
It makes me also come to mind
here. And maybe I don't know if

465
00:32:31.440 --> 00:32:35.039
you know the exact number or not, Lisa, but you talk about how

466
00:32:35.079 --> 00:32:37.480
you know, organizations come and go, et cetera. Maybe they don't list

467
00:32:37.799 --> 00:32:40.680
last forever to that end. If
I have this right, this is from

468
00:32:40.680 --> 00:32:45.119
another show that I did. The
Fortune five hundred index was oh that was

469
00:32:45.160 --> 00:32:50.000
originally comprised. Isn't it like fifty
or fifty three that are left now today

470
00:32:50.240 --> 00:32:52.160
something like that. I don't know
the numbers, but I just know about

471
00:32:52.160 --> 00:32:55.759
my own time in Silicon Valley.
I know that you know when Sun Microsystems

472
00:32:55.839 --> 00:33:00.240
was the hottest thing and three is
the hottest thing. You know now it's

473
00:33:00.279 --> 00:33:05.440
Facebook and Google, And you know
I have great heart for Intel corporation.

474
00:33:05.519 --> 00:33:07.119
I think it's going to come back. I think that it's going to resecure

475
00:33:07.160 --> 00:33:10.319
its position. It's had a difficult
time, but it's got a good underlying

476
00:33:10.319 --> 00:33:15.119
structure. Semiconductors are very important to
our future in the United States. But

477
00:33:15.160 --> 00:33:19.960
the reality is when I think about
Silicon Valley in the early nineteen nineties of

478
00:33:20.039 --> 00:33:22.240
who was hot and what were the
big companies everybody wanted to work for,

479
00:33:22.720 --> 00:33:27.920
and then who's in charge now?
And some of those companies don't exist any

480
00:33:27.960 --> 00:33:30.799
longer. They think while they were
there, they did, but the world

481
00:33:30.880 --> 00:33:36.359
moved on. Indeed, things change, which is why you've written this book

482
00:33:36.359 --> 00:33:37.880
that you've written, which is fantastic. I really did enjoy reading it,

483
00:33:37.920 --> 00:33:40.680
and one day I want my signed
copy just so you know. Okay,

484
00:33:40.920 --> 00:33:45.160
let's through our last break here.
I'm your host, doctor Lea's Cortez.

485
00:33:45.160 --> 00:33:46.440
We've are on the year with Lisa
Gables. She's the author of the new

486
00:33:46.440 --> 00:33:50.880
book Turnaround, How to Change course
when things are going south. We've been

487
00:33:50.920 --> 00:33:54.480
talking about some of the major reasons
why projects, teams, and organizations go

488
00:33:54.640 --> 00:33:58.720
south. In the last segment,
we're going to talk about for Turnaround method.

489
00:33:59.000 --> 00:34:01.799
Stay with us. We'll be right. Doctor Release Cortes is a management

490
00:34:01.839 --> 00:34:08.159
consultant specializing in meaning and purpose and
inspirational speaker and author. She helps companies

491
00:34:08.239 --> 00:34:15.400
visioneer for greater purpose among stakeholders and
develop purpose inspired leadership and meaning infused cultures

492
00:34:15.440 --> 00:34:22.239
that elevate fulfillment, performance, and
commitment within the workforce. To learn more

493
00:34:22.480 --> 00:34:27.039
or to invite Elise to speak to
your organization, please visit her at Eleasecortes

494
00:34:27.079 --> 00:34:30.239
dot com. Let's talk about how
to get your employees working on purpose.

495
00:34:37.440 --> 00:34:43.079
This is working on Purpose with doctor
Release Cortes. To reach our program today

496
00:34:43.199 --> 00:34:50.039
or open a conversation with Elise,
send an email to Alise Alise at Elisecortes

497
00:34:50.159 --> 00:34:57.719
dot com. Now back to working
on Purpose. Thanksteresting with us, and

498
00:34:57.760 --> 00:35:00.480
welcome back to working on Purpose.
And one of the b news for you

499
00:35:00.519 --> 00:35:01.960
that I want to share, and
that is that in August, just about

500
00:35:01.960 --> 00:35:06.599
a little over a month ago,
now, I've released an anthology that I've

501
00:35:06.599 --> 00:35:08.840
been curating for the last couple of
years. It's a collection of twenty five

502
00:35:08.840 --> 00:35:13.719
stories from women across the globe who
share their intimate details of finding their purpose

503
00:35:13.760 --> 00:35:16.159
and what they're now doing to serve
from it. It's called Passionately Striving and

504
00:35:16.199 --> 00:35:20.280
Why, an anthology of women who
pursue your mindly to live their purpose.

505
00:35:21.000 --> 00:35:22.760
If you're just tuning in now,
my guest is Lisa Gable, who is

506
00:35:22.800 --> 00:35:28.880
recognized worldwide as a turnaround mastermind and
innovative businesswoman. As a CEO, former

507
00:35:28.920 --> 00:35:31.719
White House appointee, US Ambassador,
and advisor of Fortune five hundred companies,

508
00:35:31.920 --> 00:35:37.519
Lisa has orchestrated the successful turnarounds of
private and public organizations in all industries.

509
00:35:37.719 --> 00:35:40.559
I'm your host, doctor Lis Cortes, So for this last bit here,

510
00:35:40.639 --> 00:35:44.800
I really want to give our listeners
and viewers Lisa a taste of what you

511
00:35:44.880 --> 00:35:45.880
have in your book here. So
we don't have a ton of time to

512
00:35:45.920 --> 00:35:49.480
go over each one of these,
but I did want to be able to

513
00:35:49.519 --> 00:35:53.360
have you queue up and talk about
each of the four steps. So take

514
00:35:53.400 --> 00:35:55.639
it as you like. How would
you like to share that, bet?

515
00:35:55.920 --> 00:35:59.840
Sure? Well. I have a
four step method, and as you said,

516
00:36:00.119 --> 00:36:02.039
I do as I take the manufacturing
principles I learned it Intel, and

517
00:36:02.039 --> 00:36:06.360
I combine with them with the art
diplomacy learned at the State Department and the

518
00:36:06.360 --> 00:36:09.000
White House. Step number one is
visualize your future. If you could wave

519
00:36:09.039 --> 00:36:14.119
your magic wand what would you want
the world to look like? And what

520
00:36:14.159 --> 00:36:17.599
would be your perfect world scenario?
And then what you need to do is

521
00:36:17.800 --> 00:36:24.000
mentally understand where you are today in
relationship to that scenario. Sometimes it helps

522
00:36:24.000 --> 00:36:27.960
to go back and actually read your
by laws. Why were you started in

523
00:36:28.000 --> 00:36:30.880
the first place? Did you go
off course from really your primary mission?

524
00:36:30.920 --> 00:36:36.239
Did you add too many things on? So you start with the perfect vision,

525
00:36:36.639 --> 00:36:37.960
and then you have to break down
the past. And what I mean

526
00:36:38.000 --> 00:36:42.360
by that is you begin to audit
everything that you're doing. And this should

527
00:36:42.360 --> 00:36:45.000
be a continuous process. You're going
to revisit this process throughout the life of

528
00:36:45.039 --> 00:36:47.800
your organization. But you want to
break it all down. You want to

529
00:36:47.880 --> 00:36:52.239
understand what you're doing, how much
it's costing, how the pieces relate to

530
00:36:52.280 --> 00:36:55.480
each other, do they make sense
anymore? And once you determine that,

531
00:36:55.519 --> 00:37:00.920
you're basically building stacks, you're looking
at things. You're making a determination will

532
00:37:00.960 --> 00:37:06.000
what's currently in place each individual piece? Does that piece belong? Doesn't help

533
00:37:06.079 --> 00:37:10.079
you achieve that perfect division that you've
articulated. The next is that you create

534
00:37:10.079 --> 00:37:14.760
a path then from the past,
from the present to the future. What

535
00:37:14.840 --> 00:37:17.039
you want to do is use decision
tree, something we use in engineering a

536
00:37:17.039 --> 00:37:21.800
lot, which is a decision tree
that allows you to lay things out so

537
00:37:21.840 --> 00:37:24.400
that everybody's on the same page.
They're looking at the same imagery. You're

538
00:37:24.440 --> 00:37:28.719
making a decision. If we do
this, then the answer is yes.

539
00:37:28.760 --> 00:37:30.239
If it looks like this, then
the answer is why. If it has

540
00:37:30.280 --> 00:37:35.159
this price attached to it, the
answer is Z. And if it doesn't,

541
00:37:35.440 --> 00:37:38.599
your decision tree will take you to
the no go intel. You used

542
00:37:38.639 --> 00:37:42.559
to talk about something called end of
life, and I try to introduce that

543
00:37:42.960 --> 00:37:45.840
end of life. As I said
earlier, it's not a bad term.

544
00:37:45.199 --> 00:37:49.840
Sometimes either something doesn't fit, it's
not going to help you move forward because

545
00:37:49.840 --> 00:37:52.360
innovation is overtaken that thing. It
doesn't enable it to do what it used

546
00:37:52.360 --> 00:37:57.119
to do, or it no longer
fits as a mechanism to get you to

547
00:37:57.159 --> 00:38:00.599
where you need to be. Finally, you've done all this, You've created

548
00:38:00.639 --> 00:38:02.679
your decision trees, you've broken down
the paste, you've done your ranking and

549
00:38:02.760 --> 00:38:06.840
rating, your ranking and rating things
against each other. Because we all have

550
00:38:06.960 --> 00:38:10.039
limited financial means in order and also
personal means, it's still about time.

551
00:38:10.079 --> 00:38:15.559
It's about your people's time. You've
made all the right decisions. Now is

552
00:38:15.599 --> 00:38:19.800
the time to execute with speed,
confidence, agility, and heart. And

553
00:38:19.840 --> 00:38:23.760
what I mean by that is by
using these steps, stop revisiting everything,

554
00:38:23.960 --> 00:38:29.400
stop going back and questioning what you're
doing. You've already gone through a very

555
00:38:29.440 --> 00:38:34.440
systematic process in advance to make your
determination. And what are the primary steps

556
00:38:34.480 --> 00:38:37.280
that you need to take to meet
jobs one, two, and three the

557
00:38:37.360 --> 00:38:40.400
things you must do to save your
organization and grow your organization. But the

558
00:38:40.480 --> 00:38:45.639
other piece I add to it is
heart. And in any turnaround situation,

559
00:38:45.800 --> 00:38:49.800
you are making very hard decisions.
You have to make those decisions. You

560
00:38:49.880 --> 00:38:52.639
can't avoid those decisions. But the
manner in which you execute them, you

561
00:38:52.679 --> 00:38:58.800
need to understand that your decision impacts
real people. They impact their job,

562
00:38:58.920 --> 00:39:01.920
and may impact their favorite program,
and may impact their family. And so

563
00:39:02.719 --> 00:39:07.960
you'll want to communicate to that person
that it's not in some cases that they

564
00:39:08.000 --> 00:39:12.360
did anything wrong. When you do
massive layoffs, it's not because the employees

565
00:39:12.360 --> 00:39:15.119
were all screw ups. It's because
the economics and the business don't work any

566
00:39:15.199 --> 00:39:21.079
longer. The organization has gone in
a different direction. So think about the

567
00:39:21.079 --> 00:39:24.320
people, Be kind to them,
write them letters of recommendation, support them

568
00:39:24.400 --> 00:39:29.159
when they leave your organization, stay
in contact with them and help them along

569
00:39:29.199 --> 00:39:31.280
the way. They didn't go away, and you, in fact may end

570
00:39:31.360 --> 00:39:35.840
up seeing that person again, working
with that person again. They may end

571
00:39:35.920 --> 00:39:38.800
up being your best partner because you
help them get a job in an organization

572
00:39:38.880 --> 00:39:43.159
that you need to partner with in
order for you to accomplish your objectives.

573
00:39:43.440 --> 00:39:45.920
You could actually end up working for
that person again. So remember that.

574
00:39:46.119 --> 00:39:51.679
Again, we're talking about moments in
times, critical decisions, but it's always

575
00:39:51.760 --> 00:39:54.960
about people. So Chris, okay, let me summarize that for our listeners

576
00:39:55.000 --> 00:39:58.920
and viewers. So your four step. Step one is visualize the future.

577
00:39:59.119 --> 00:40:02.199
Step two is down the past.
Step three create a path from present to

578
00:40:02.280 --> 00:40:07.239
future. And step four execute with
speed, confidence and heart. Yeah okay,

579
00:40:07.719 --> 00:40:09.679
all right, listeners and viewers,
you got some work to do there,

580
00:40:09.679 --> 00:40:15.480
you go, all right. So
now I want to get into really

581
00:40:15.639 --> 00:40:19.760
just this notion where you really are
speaking to my love language, which is

582
00:40:19.880 --> 00:40:22.760
really meaning and purpose. And I
love what you say in your book and

583
00:40:22.800 --> 00:40:23.679
I'm going to just read it the
way that you put it in there.

584
00:40:24.320 --> 00:40:29.679
You write between my time at PepsiCo
and Fair I recognize that I thrive when

585
00:40:29.719 --> 00:40:34.760
I can bring together political parties,
corporate competitors, and disparate constituents to get

586
00:40:34.760 --> 00:40:39.039
things done that benefit society, create
sustainable partnerships, and provide profitable business models.

587
00:40:39.079 --> 00:40:45.119
I am happiest representing public private partnerships
and nonprofits and moving to the higher

588
00:40:45.239 --> 00:40:47.639
levels of performance. I truly love
to make a difference, and I found

589
00:40:47.639 --> 00:40:51.519
a great place to do that at
FAIR. So if you would say a

590
00:40:51.519 --> 00:40:54.239
little bit more about this thing that
seems to be your sweet spot. I

591
00:40:54.280 --> 00:40:59.880
love solving complex problems, but more
importantly, I love solving complex problems that

592
00:41:00.079 --> 00:41:05.079
help people achieve an objective that's really
critical to the world. Every organization I've

593
00:41:05.079 --> 00:41:08.159
worked with has had an impact on
people. It's made people's lives better in

594
00:41:08.239 --> 00:41:12.880
different ways. At FAIR, what
we're doing is we're creating new therapies and

595
00:41:12.920 --> 00:41:16.800
diagnostics to help solve the problems of
a disease that creates great anxiety for children

596
00:41:16.800 --> 00:41:22.039
and their families. And so what
I have learned is I've learned to turn

597
00:41:22.119 --> 00:41:25.119
down jobs that look good on paper. We're all about resume building, but

598
00:41:25.440 --> 00:41:29.920
as I've gotten older, what I've
recognized is I don't need that check the

599
00:41:30.239 --> 00:41:32.519
box on my resume. What I
need is I need purpose and passion.

600
00:41:32.800 --> 00:41:36.679
I need to do the things that
make me happy, and I also need

601
00:41:36.679 --> 00:41:40.880
to recognize what's my special sauce.
And my special sauce is bringing people together,

602
00:41:42.320 --> 00:41:47.320
creating that bipartisan network, forming partnerships, aligning incentives to change, getting

603
00:41:47.360 --> 00:41:52.800
people to align towards a common goal, and then having impact. And so

604
00:41:52.079 --> 00:41:55.320
that's my goal and I hope that's
what you learn as you read the book.

605
00:41:57.960 --> 00:42:00.440
Lisa, what's so beautiful about that? I mean, so much of

606
00:42:00.519 --> 00:42:04.840
what I have come to do over
the last gosh four years, five years

607
00:42:05.320 --> 00:42:08.119
is about awakening passion and purpose in
people. Because Lisa, I'd be out

608
00:42:08.119 --> 00:42:12.360
speaking to audiences and I would ask
the audiences what are you passionate about it?

609
00:42:12.960 --> 00:42:16.400
And there would be this registration where
they realized they didn't know the answer.

610
00:42:16.599 --> 00:42:20.000
They didn't know what they were passionate
about. Now like no, no,

611
00:42:20.079 --> 00:42:22.440
no, no no. You and
I both lost a parent, our

612
00:42:22.480 --> 00:42:27.000
parents in twenty nineteen and one precious
life, and you don't know what you're

613
00:42:27.000 --> 00:42:30.440
passionate about. Let's get to that, right. So one of the things

614
00:42:30.480 --> 00:42:34.159
I already love about featuring you is
getting to showcase what does it look like

615
00:42:34.280 --> 00:42:37.920
when you're passionate about what you do. When I started my research for my

616
00:42:37.920 --> 00:42:42.119
PhD years ago, I researched how
people experienced meaning and their work, what

617
00:42:42.159 --> 00:42:44.960
did it mean to their sense of
identity? And then later I added on

618
00:42:45.000 --> 00:42:47.119
that and I found these fifteen modes
of engagement. And I started this radio

619
00:42:47.239 --> 00:42:52.960
program back in early twenty fifteen in
part because I wanted to bring people on

620
00:42:52.000 --> 00:42:54.960
who were passionate about their work,
so though I could show them as examples,

621
00:42:55.199 --> 00:42:59.719
because people didn't believe you could be
passionate about your work. Isn't that

622
00:42:59.760 --> 00:43:02.320
sad? It's said, And one
of the things today we are in such

623
00:43:02.320 --> 00:43:08.800
a complex environment, and people are
anxious and they're kind of retreating, and

624
00:43:08.840 --> 00:43:13.559
we live in the greatest democracy in
the world. We do each of us

625
00:43:13.559 --> 00:43:15.800
can pick up the mantle of leadership. And we saw people do that during

626
00:43:15.800 --> 00:43:20.800
COVID. We saw truck drivers do
it. We saw grocery stores workers do

627
00:43:20.840 --> 00:43:24.119
it. We saw physicians, assistants
and nurses and hospitals. It doesn't matter

628
00:43:24.159 --> 00:43:28.679
where you are, because each of
us can pick up the mantle of leadership.

629
00:43:28.719 --> 00:43:31.119
Each of us can make a difference, and we need to. We

630
00:43:31.199 --> 00:43:36.800
need to for our country, for
the world we need to partner together and

631
00:43:36.840 --> 00:43:40.760
by doing so, we can all
help accomplish great things. Well, and

632
00:43:40.800 --> 00:43:44.239
that's to that a least one of
the things that I've been speaking about,

633
00:43:44.480 --> 00:43:46.880
and really to anybody who will listen
to me, any audience, whatever is

634
00:43:47.280 --> 00:43:52.920
the world desperately needs your gifts,
because especially now is where we rebuilding the

635
00:43:52.920 --> 00:43:55.760
world. Right, everybody matters and
when here's the really cool thing, ladies

636
00:43:55.800 --> 00:44:00.440
and gents, when you do contribute
that that way, when you do make

637
00:44:00.480 --> 00:44:02.559
it, when you do matter,
that is one of the things that is

638
00:44:02.639 --> 00:44:07.880
the most fulfilling about your life.
When you give. It's called self transcendence

639
00:44:07.000 --> 00:44:12.719
and loco therapy. When we transcend
ourselves to serve other people, it's one

640
00:44:12.760 --> 00:44:16.679
of the best feelings we could possibly
get. It's just it's better than almost

641
00:44:16.719 --> 00:44:23.000
better than life. So you being
example this are fantastic, and I really

642
00:44:23.559 --> 00:44:27.440
it's one of the great things about
hosting the show is that it allows me

643
00:44:27.480 --> 00:44:30.639
to be and you're my ongoing university. All my guests are my ongoing university

644
00:44:30.679 --> 00:44:35.280
because I read the book cover to
cover and then I share you and my

645
00:44:35.360 --> 00:44:38.079
learnings with listeners, So you're part
of my education. So you know that

646
00:44:38.400 --> 00:44:42.599
this show, as you said before, is listened to by people across the

647
00:44:42.679 --> 00:44:45.760
world, which I love, and
it's really about trying to create a place

648
00:44:45.800 --> 00:44:51.000
where we can about creating a world
where we can create workplaces where people actually

649
00:44:51.079 --> 00:44:53.440
want to come to work give their
best. We create inspirational leaders like your

650
00:44:53.440 --> 00:44:58.320
father, and we do business that
better is the world knowing that what would

651
00:44:58.360 --> 00:45:01.119
you like to leave our listeners with? Partnership is key. Like I said,

652
00:45:01.159 --> 00:45:05.239
we are in such a complex time. We as countries need to join

653
00:45:05.320 --> 00:45:07.559
together. We as people need to
join together. You don't need to wait

654
00:45:07.599 --> 00:45:10.679
for the leaders of the country to
come up with the solution. We can

655
00:45:10.719 --> 00:45:15.280
do it ourselves. There are amazing
non governmental organizations out there. They're amazing

656
00:45:15.320 --> 00:45:22.320
companies doing incredible work and business diplomacy
across agriculture, climate change, sustainability.

657
00:45:22.719 --> 00:45:25.440
We have the capability to join with
each other and make a difference in the

658
00:45:25.480 --> 00:45:29.840
world. So let's do it.
I'm in Thank you, Lisa. It

659
00:45:29.920 --> 00:45:31.119
is so great to have you on
the show and share you with my listeners

660
00:45:31.119 --> 00:45:35.199
and viewers. Thank you so much
for jumping in, especially when I know

661
00:45:35.280 --> 00:45:39.800
you're in a hotel and you're in
between conversations and trying to attend a global

662
00:45:39.840 --> 00:45:44.360
summit. Thank you for fitting us
in well. Thanks so much for having

663
00:45:44.360 --> 00:45:46.239
me. It's really an honor to
be with you today and talking about my

664
00:45:46.280 --> 00:45:51.400
favorite topics. Awesome, and thanks
again to your PR person Danny mack you

665
00:45:51.440 --> 00:45:52.840
who brought you to me. Thank
you again Danny finding her and sending her

666
00:45:52.880 --> 00:45:55.400
my way. So listeners and viewers, if you want to learn more about

667
00:45:55.440 --> 00:45:59.039
Lisa Gable or her a new book, the best way to do it is

668
00:45:59.079 --> 00:46:02.239
just go to turn aroundbook dot com. It's now on the screen as well.

669
00:46:02.840 --> 00:46:07.119
And thanks again to our partnering sponsor
work Proud, which helps companies build

670
00:46:07.119 --> 00:46:09.840
a platform where your workforce receives meaningful
feedback and thanks for their work from people

671
00:46:09.840 --> 00:46:13.800
across the company. Last week,
if you missed the live show, you

672
00:46:13.840 --> 00:46:15.559
can always get to be a recorded
podcast. We were on the Earth with

673
00:46:15.599 --> 00:46:21.280
doctor William Smith, learning about his
decades long pursuit to develop a relational model

674
00:46:21.280 --> 00:46:24.960
of organizational development that is anchored in
purpose and fueled by appreciation, influence,

675
00:46:25.000 --> 00:46:30.159
and control. Incredibly powerful to hear
how his life's work has unfolded through his

676
00:46:30.199 --> 00:46:34.199
experiences working at the World Bank in
the United Nations. Next week we'll be

677
00:46:34.199 --> 00:46:37.679
on the air with Dalton and Stephie
de Vacaran talking about the work they are

678
00:46:37.679 --> 00:46:42.519
doing through their nonprofit they founded called
Ethne, which helps fight human injustices and

679
00:46:42.559 --> 00:46:45.639
empowers vulnerable women and children. Promises
to be an inspiring conversation. Join it,

680
00:46:45.719 --> 00:46:49.119
see you there. Remember that works
at least of their of our life.

681
00:46:49.159 --> 00:46:52.639
So let's work on purpose. We
hope you've enjoyed this week's program.

682
00:46:52.960 --> 00:46:58.079
Be sure to tune in to Working
on Purpose featuring your host, doctor Relise

683
00:46:58.159 --> 00:47:02.760
Cortes, each week on the Void
America Empowerment Channel. Together, we'll create

684
00:47:02.800 --> 00:47:10.039
a world where business operates conscientiously,
leadership inspires impassioned performance, and employees are

685
00:47:10.039 --> 00:47:15.760
fulfilled in work that provides the meaning
and purpose they crave. See you there,

686
00:47:15.239 --> 00:47:16.679
Let's work on Purpose.