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The topics and opinions express in the following show are
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solely those of the hosts and their guests and not
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What's Working on Purpose? Anyway? Each week we ponder the
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answer to this question. People ache for meaning and purpose
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at work, to contribute their talents passionately and know their
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lives really matter. They crave being part of an organization
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that inspires them and helps them grow into realizing their
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highest potential. Business can be such a force for good
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in the world, elevating humanity. In our program, we provide
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guidance and inspiration to help usher in this world we
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all want Working on Purpose. Now, here's your host, Doctor
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Elise Cortes.
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Welcome back to the Working and Purpose Program. Thanks for
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tuning in again this week. Great to have you. This
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show has been brought to with passionate pride since February
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of twenty fifteen. I'm your host, doctor Elise Cortes. If
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you don't know me and we've not met before, I'm
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an organizational psychologist and logo therapist, speaker and author. My
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team and I at gusto Now help companies to enliven
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in fortify their operations by building a culture and leadership
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activated by meaning and purpose. Our mission is to help
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our clients create a destination workplace where people flock to join,
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are intrinsically motivated to perform at their best, can grow
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to their fuller potential, and are committed to stay in
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dynamic deliever on the company's mission, which all translate to
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higher profits. You can learn more better and how we
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can work together at gustodashnow dot com or my personal
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site Atliscortes dot com both US Today. Is Fabris Demarsco,
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who works with CEOs and business owners and their teams
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across Southeast Asia and Europe to help them reach higher
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levels of performance and consciousness. A partner and practice leader
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at Mackenzie and Company, he has practiced meditation, taught yoga,
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and led spiritual retreats for two decades. By integrating Eastern
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spiritual traditions with Western modern management and psychology. He raises
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his clients to new heights of clarity and productivity by
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focusing on what makes us fundamentally human, the desire to
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be happy, to connect with others, and to be true
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to our purpose. Over the years, he has worked closely
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with CEOs and business owners across Europe and Southeast Asia.
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He's the author of the Art of Retreats, a leader's
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Journey toward clarity, balance and purpose, which we're talking about today.
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He joins it today from Singapore, where he is thirteen
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hours ahead. It's five o'clock Wednesday night for me and
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it's six ame Thursday for him. I love how time works, Fabreez.
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Welcome to Working on Purpose, ViOn Venue.
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Thank you, thank you. Good morning to you at e IS.
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I want to celebrate this beautiful book that you brought
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into the world, Fabreeze. As I told you before we
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got on on air, I loved it. It's beautiful. I
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learned so much from you, and so will our listeners
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and viewers as we talk about it. Soank you for that.
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Thank you.
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Let's start if we will you. I appreciate that you
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also wrote a good bit about you and your journey,
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which I think is really essential. If you're going to
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write a book about retreats and transformation such, we need
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to know something about you. So will you start by
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sharing just a little bit about your own journey, especially
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you know, as your own questions about who you are
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and what you wanted to do in terms of work
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and service began to maybe transform for you. Then when
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you first sat out in your career, well.
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I was a business executive.
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I've been lucky to have the opportunity to work with
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senior leaders from a very young age. So all my
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career pretty much I've been an advisor to the top
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of the pyramid, as we could say, C suite executive, CEOs, etc.
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I as a consultant, then a partner at McKinsey. I
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left to become a banking executive. I ran a pretty
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large business in the banking industry, and then changed careers
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and went into advising leaders, recruiting them, advising them on
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their careers, and finally went back to McKinsey to lead
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the leadership development practice in Asia. So since the circle
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is closed in a way, I started my career as
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a business advisor. I went back to finish as a
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CEO advisor on topics of leadership. So that's me and
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that's the source of the book as well, to put
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my thirty five years of experience in perspective and to
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say what in addition to performance, which I think everyone
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takes for granted, the role of a CEO is to
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deliver performance.
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But when we do that, I think we.
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Look at the world through a very narrow lens of
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I will deliver revenue, I will deliver profits, I will
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deliver shareholder value at any cost. And that has led
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to some of the issues that we're facing today in
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the world. And so I like to balance performance with
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a quest for purpose.
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Why are we doing this? Is it good?
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Why should people care? How do we enable our organizations
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to flourish? And how are we in service of the
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greater good as well? So it's not an either or
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you know, tree hugging on one side or you know ruthless.
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Killer on the other side.
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We need to have both a drive for performance, because
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a business that doesn't perform is that's not good for anyone.
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But at the same time we need to have a
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sense of purpose and acting for the greater good. So
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that's my quest in a way, is to rebalance the
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energies in the world and work with my CEO clients
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all over the region and in the Middle East and
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in Europe to bring these dual lengths of performance and
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purpose in their lives and their organizations.
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Well, we are very much aligned their fabrics in terms
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of what we're out to do, and I want to
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also celebrate how important the work that you're doing is
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as well.
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Well.
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Really, from my vantage point right, leadership is really incredibly
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hugely important, even more so as people expect more from
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their leaders, especially business leaders, and so that it takes
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an even stronger, more capable, competent, balanced in touch with
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himself or herself person to do that. And so I
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really appreciate that you really in your book talk about
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the importance of how leaders need to achieve greater clarity,
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balance and purpose when they combine both acting and being
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and especially taking time to partake of a retreat to
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be able to do that, which of course is the
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focus of your job. And so I appreciate that you say.
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And the higher they go in any organization, the greater
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the rewards for marrying action and contemplation.
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Yeah, which is a paradox because the higher you go,
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typically the more the busier you're going to be, and
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there's going to be destructions from old pots.
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Right.
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So, let's take a a minute to reflect on the
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role of a CEO, and I'm talking CEOs of the
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CEOs I work with ten to be at the head
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of very large organizations. Right, So we're talking ten twenty
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thirty thousand employees and capitalizations of ten fifty billion dollars.
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Right.
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So, but I think everything I say applies to much
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smaller businesses as well. This is a question of scale,
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but the nature of the role remains the same. And
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first and foremost, the CEO has the ultimate responsibility for
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conducting the business and is the steward of the organization
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into the world. So it doesn't matter whether you have
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three employees or even if you're self employed and or
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you lead fifty thousand employees. You have access to power,
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you have access to resources, and therefore you have a responsibility,
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and that responsibility we have to see thats going beyond
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just delivering value for the shoholders. Okay, so the role
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of the CEO has anumber of fassets, but a few
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think of it. Right, there's there's a business component, So
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how do we make money? How do we steer the
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organization into the future and navigate the changes in the environment,
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the markets, competitors, changing tastes of customers, technology, et cetera.
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So that that already is highly cognitive. Right, we need brains,
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we need strategy skills, we need visionary skills, et cetera.
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Then you need an organization. So that's human beings, you know,
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these annoying things that have.
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Their need and there are you know, genders, yes.
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And I think the problem starts when you have one employee,
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and then that's on. Of course, when you have ten
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thousand employees, you have human resources department, et cetera. But
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that doesn't make it any easier because the human resources
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people themselves up people, so you know, et cetera. And
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then you have the market. So you have your customers.
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In many industry, now there's regulators, there's competitors that you
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need to deal with and you need to know them.
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You need to build relationship with your partners, your suppliers,
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your customers, and then you have your shareholders and broadly speaking,
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the investor community at large. Now, if you run a
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family business. You know, you're the main shareholder, your family
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is the shareholder, or you and your friends, or you
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have a small capital table with a few venture capitalists.
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If you're started, for example, that's not too many people.
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But as the company gets larger and you go through
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IPO and you're publicly listed, then you need to deal
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with shareholders.
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So it's a.
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Complex job that requires many different skills and needs to
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activate the left brain and the right brain. Right, A
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lot of CEOs are just trying to use the left brain.
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So very analytical, very number driven. You know, facts are facts.
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There's only one truth, and that truth is given by
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the immediate numbers that I have in front of me.
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That in my view is not has always hasn't always
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been like that, right, So it's a product of maybe
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the last forty years. You know, the greed is good,
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the product of the eighties. You know Jack Welsh at
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ge et cetera. You know, we'll do anything to deliver
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value at the expense of everyone else. So my employees
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are a commodity. I can sacrifice them any time I want,
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I can hire them, i can fire them. I'll cut
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the bottom ten percent. What happens in the environment, frankly,
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is not my problem.
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Right.
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So I can use the world's resources, do anything I want,
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you know, exploit cheap labor in China or in Vietnam
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or et cetera.
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Not my problem.
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If I use kids, twelve year old kids to work
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in my factories, not my problem, because oh, you know what,
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it's a supplier we cannot control, or supplies, et cetera,
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et cetera. So I think we're all familiar with the
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excessies that being excessively left brain focused analytical.
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I just look at the numbers.
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I think we're now starting to see fifty years later,
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you know the damage that this approach can bring. But
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this is a whole system, right, The whole system has
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moved in that direction, and today people take it for
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granted that if you want to be a good CEO,
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you have to deliver the.
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Value and at any costs.
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I don't think the discourse that we have on ESG
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or anything like that has really moved a needle. Quite frankly,
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it's a lot of leap service. You know, one nice
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page with a forest, picture of a forest on indiannual report.
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I think today we were in a system that predominantly
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is left brain analytical, focused on numbers and doesn't take
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the whole picture in consideration. It's not a holistic approach.
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So I think what you're saying and correct me if
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I'm wrong at is But and what I'm working for
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is to say, let's re establish a holistic view of
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leadership which existed before you know, the capitalism. You know
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people who and I'm not saying it was flawless, but
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there was a lot of social responsibility in the early
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days of capitalism. And of course if you go way
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before capitalism, then it was a different system.
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The issues were much less complex.
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So I think I'm just re establishing what it is
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to be human in a way, to take a holistic
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view of what it means to thrive as a human
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being within our communities. And how do we bring this
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back to modern day capitalism.
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Yeah, well, here's what's great, Fabris. I'm hosting the show
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for nine and a half years, and it's evolved tremendously
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over time, and I have quite an abundance suggest to
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who are coming on and the surround sound of creating
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as you call it, more of a holistic approach to
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doing business and leading is definitely I mean, I had
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an attorney on last night who a millennial, black, millennial
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attorney talking about the importance of compassionate, conscientious leadership. I
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had an economist on who helped us understand the evolution
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of the last two hundred and forty years of capitalism.