Welcome to Today’s Workplace of the People

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those show hosts. Thank you for choosing

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W FOURCY Radio. What's Working on
Purpose? Anyway? Each week we ponder

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the answer to this question. People
ache for meaning and purpose at work,

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to contribute their talents passionately and know
their lives really matter. They crave being

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part of an organization that inspires them
and helps them grow into realizing their highest

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potential. Business can be such a
force for good in the world, elevating

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humanity. In our program, we
provide guidance and inspiration to help usher in

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this world we all want Working on
Purpose. Now, here's your host,

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Doctor Relise Cortez. Welcome back to
Working on Purpose program. Great to have

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you, Thank you for turning it
in this week. I'm your host doctor

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Elise Cortes. I have been hosting
the show since February of twenty fifteen,

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so it is a labor of love
and I'm glad to bring it to you.

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If we have not met yet and
you don't know me, I'm a

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management consultant, organizational local therapist,
speaker and author. My team and I

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at Least Cortes and Associates help companies
to enliven and fortify their operations by articulating

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their purpose and building inspirational leaders and
cultures activated by meeting and purpose to turn

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those companies from a flat line EKJ
to a vibrant destination workplace. There people

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are intrinsically motivated to perform with their
best, grown to their full potential,

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and are committed to stay and dynamically
deliver on the company's mission. You learn

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more about us at at Leastcortes dot
com. If you're just doing the program

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now, you can find that we're
on with Mike Lee. He's the founder

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of mind Shift Labs. He is
a background working on the court with elite

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NBA stars such as MVP Stephen Curry
and All Star our Jewel Imbit. He's

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blended this expertise helping players use mindset
and focus to shift their performance in an

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alter competitive environment with mindfulness to level
up business performance and personal leadership. Mike

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is the host of the mind Shift
Lab and the author of Untrained and New

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Rules for the Future of Leadership.
How the bold and Driven can elevate engagement

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when the war for talent and create
a culture of belonging, which is what

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we're talking about today. He joined
us today from Los Angeles. Mike,

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Welcome to Working on Purpose. Thanks
for having me on. It's good to

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be here. Isn't it nice to
be on the other side of the mic

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for just a moment? It is? It is. Well, let me

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congratulate you on bringing this to life. New Rules for the Future of Leadership

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just great stuff in it. I
want to talk through some of the things

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that you pull out in that book. Since the show was curated, Mike,

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I just really kind of build on
whatever we've talked about before that I

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think is new and interesting and different. So I thought we could start this

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conversation since you are a future of
leadership key note speaker and write on the

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topic consultant consultant the topic, Let's
start by just comparing and contrasting. How

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would you describe yesterday's leadership versus today's
need or call for leadership. Yeah,

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I think the old leadership paradigm with
the sole focus on share holder profits and

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KPIs that drive all decision making,
is no longer sustainable in our world today.

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It's no longer sustainable for leaders themselves. Can lead to burnout, to

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disengagement and mental health challenges. I
mean, there's some research that shows that

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some CEOs experience depression at the rate
of forty percent, which is double that

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of the average population. So,
you know, this sole focus on the

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external being the only goal. You
know, we're just seeing in the world

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today where everything's moving faster than ever, changing faster than ever, this focus

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on the external is is not sustainable
U. And I think the new shift

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and I wouldn't say it's even a
new shift as in like this has shown

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up in the last year or so. The way I like to describe it

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as in the past, these were
nice to have working for a purpose driven

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organization. Uh was a it was
a nice added bonus. Now it's kind

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of like the prerequisite to compete in
the new world of work, and leaders

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I think today have have you know, it's a challenge and an opportunity.

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In every challenge, there is an
opportunity. With adversity comes opportunity. And

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I think the opportunity is to really
rethink how we are, you know,

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how we're leading from an individual level
and at an organizational level. You know,

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in your intro, he said business
using business as a force for good.

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I am a big, big,
big believer in that, like having

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a social cause, leveraging your business
for a you know, for a social

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cause, for a to create social
impact. I'm a big believer that that

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is a that's the way forward.
Completely agree. We're so aligned, Mike

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on so many things, so many
things. I think it would be so

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fun to go on the road together. Okay, so you've already talked about

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this importance of purpose, but I
want to bring this home for our listeners

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and viewers because I find and I
talked about it in my latest book,

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to the Great Revitalization, I don't
think people fully understand how much the world

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was fundamentally and irrevocably changed, not
just because of the pandemic, but things

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that led up to it. And
so you talked in your book about the

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purpose crisis, and you talk about
how McKinsey found that nearly two thirds of

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US based employees surveyed said that the
COVID nineteen pandemic caused them to reflect on

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their purpose in life, and that
nearly half said that they are reconcerned the

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kind of work that they're doing because
of the pandemic, and that leaders just

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can't ignore this, especially when when
managing gen Z and gen Y completely agree

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with that, but want to hear
more of your perspective. Yeah, I

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think you know, when the whole
world went virtual and there were no more

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water cooler conversations and golf outings and
company events, like, everything was stripped

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down to just the work, and
people really had to, you know,

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that was all they had, and
so I think it forced people to kind

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of to reflect on what they're actually
doing with their eight hours every day or

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for more, for a lot of
people, way more than their eight hours

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every day. And I think people
a lot of people realized that they were

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just doing the mundane tasks over and
over and over and over again. And

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especially with the younger generations, I
think they are they're living in a world

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where they have way more access to
information, there have operate with a much

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higher level of awareness, and they
want to They see the challenges that we

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face in our world and they want
to do something about it. They want

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to their their careers, their professional
lives, and their personal lives to have

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meaning. Right, And I think, you know, a lot of people

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are negative about some of the younger
generations, and I guess I'll put myself

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in that bucket as well because I'm
an older millennial. But I actually love

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talking to them, and I love
a different perspective on the world and the

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way that they see it. You
know, I think sometimes we look at

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this younger generation and the younger generations
and we look at them as entitled.

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But the truth is, they're just
aware of their opportunities. Right. It's

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not that hard to go on YouTube
and watch a bunch of videos and figure

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out how to make fifty thousand dollars
a year, sixty thousand dollars a year

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out of college, of building a
follow on following on social media, or

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building an Amazon store, or you
know, running some sort of affiliate marketing

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program. It's not that heart.
And so you have to create a compelling

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reason that somebody's going to want to
come work for you and infusing your organization

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with purpose at an organizational level,
at at a very very high level,

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from a from a level of vision, but then also tying that to the

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individual level is super super important to
engage a tract and retain top talent.

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You know, one of the things
that I did find really interesting, I

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wanted to let's go there next about
what you say in your book. And

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this is where you know, my
heart goes out, my compassion goes out

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to leaders. This is this is
tough being a leader today. I mean,

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this is not for the faint of
heart. But one of the things

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that you say in your book is
that you know, today's war for talent

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is not just between companies. Companies
aren't just competing against each other for talent.

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They're competing for what you just said, for the opportunity to for entrepreneurship.

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And so when and you say,
the barrier for people to enter and

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become entrepreneurs has never been lower.
It's more easy now to become an entrepreneur.

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So why would somebody you know hang
out with you to make fifty to

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seventy thousand dollars a year when they
can make that or maybe more doing something

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of their own creation And I think
this is really really important to understand the

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extent to which a company needs to
wake up to this fact that entrepreneurship is

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is a very viable I want to
say, competitor to their offerings. Yeah,

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it is no question about it.
And I think I don't talk about

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this in the book. And this
is not my work. It's it's yeah,

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it's Dan Pink's. He talks about
this in the book Drive about how

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what do people really want? They
want autonomy, they want an option for

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autonomy, like to do autonomous work. They want an option for mastery,

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to build a master craft, and
they want purpose. Right, that's right,

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it's Dan Pink right and amp amp
okay. Yeah. And so when

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you really look at entrepreneurship, well, entrepreneurship gives people those things and there's

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no reason that you can't create it
within the context of a job. And

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but you just you know, you
have to you have to rethink how you

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how you approach leadership, right,
and if you can, if you can

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give people those things and give them
a compelling you know, the other thing

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the thing that an organization also uh
you know, can't can offer that entrepreneurship

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cannot is a sense of community,
connection, and belong right right, no

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questions. You can offer those three
things autonomy and an opportunity for mastery and

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an opportunity for purpose, and then
combine that with connection and belonging. That's

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where you can you can attract people
into your into your organization, into your

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into your place of work, versus
going out on their own. I think

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a lot of people leave careers after
you know they've been in the workplace for

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ten fifteen years because of those things
as well. People. You know,

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one thing I talked about, I
don't even know. I think, I

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don't even think I wrote this in
the book, but I think I came

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up with that afterwards as I was
reflecting on some promotional content for it.

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And one of the things that I
realized that people will come to you for

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meaningful work and for purpose, but
they'll stay for connection and belonging. And

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I think if you can just keep
that top of mind as a leader as

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you think about your organizational values,
right, that's going to take you a

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long, long life. Completely agree. So, as you were talking,

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what kind of came to mind for
me, Mike, is that a few

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years ago I had on Marcus Buckingham
talking about his book Nine Lives About Work,

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and one of one of the things
that I really took from that book

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that I think is so so compelling
for organizations to really understand at their head

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around, especially when it comes to
not being able to engage their workforce,

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is that many organizations have been designed, of course to be efficient and effective

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at the expense and the soul of
the very people they depend on to power

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it. So they're literally these lifeless
organizations that you know, people are required

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to do all these things to go
through the emotions, and it's just just

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sucks the life right out of them. So many organizations are blind to how

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all of their human capital processes and
procedures are doing just that. So,

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you know, you talk so much
about this notion of being able to create

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these you know, highlight to call
them destination workplaces, but where people can

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feel like they matter, they belong, and they're growing. Yeah, no

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question about it. I mean I
don't talk about this in the book,

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but like a perfect example is when
you are dealing with some sort of issue

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with a product or a service and
you get on the phone with customer service

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and you know that in the heart
in their mind, like they want to

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give you a different option, but
they can't, right, and that just

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creates a ton of friction between with
their sense of connection belonging to the organization.

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Like if you just thy percent of
the time, give people the permission

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to break the rules and do the
right thing, to break the system and

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process and do the right thing right. The amount of fulfillment that comes from

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being able to be of service from
somebody creates creates a lot of loyalty,

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no doubt, you know, one
of the things, as a logo therapist

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might write, So that really speaks
to doctor Victrifrankel's work and existential psychology,

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but with the tenant being that meaning
is our chief concern as humans and that

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it's also our chief source of motivation. But local therapy also speaks to the

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point of we are at our best, our most vital when we are we

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are helping others, We are serving
other people. That's who we're our best

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to your point, yeah, yeah, no question, Yeah, serving that

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up to people, you know,
find a way to get out of the

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way and find a way to unleash
that capacity in people to help and be

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of service. And now we're cooking
with gas, right, So so so

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many things that can be done in
that way. Yeah, And I think

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the interesting thing is, like,
you know, you're bringing up Victor Frankel's

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work and I'll like bring it over
to Maso's hierarchy of needs. When you

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look at that, when you fulfill
the physical needs, right, and then

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you get to the level of connection
and belonging. The interesting thing is the

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connection and belonging is in the middle. But if you go all the way

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to the top of the pyramid and
you're talking about self actualization or you talk

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about another way you can phrase it
is helping people maximize their human potential.

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Right, if you just focus on
that, if you focus on helping each

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individual maximize their human potential, they
can't but help feel a sense of belonging

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and connection through that process. And
so it's it's it's interesting that these these

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I don't know what the right word
is, but these these frameworks, these

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psychological frameworks, are like are coming
into play into the workplace because I think,

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you know, it's just been pushed
front and center because I think you

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know, the there's options on the
table and people are willing to talk about

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what they need and what they want
because they're you know they've been suffering for

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a long time. Mm hmmm,
Yeah. I want to dive more into

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that because I really like your particular
approach in that. But let's grub our

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first break. I'm your host,
doctor Elis Cortes. We are in the

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air with Mike Lee, who is
the founder of Mindshift Laps and he's the

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host of the mind Shift Lab.
We've been talking a bit about some of

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the initial concepts that are in his
book and what's what drove it, why

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leaders need to be able to learn
about it. After the break, we

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want to cover first how we can
actually unleash the intrinsic motivation of people and

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also the business of purpose the numbers
behind it. Stay with this will be

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right back. Doctor Elise Cortes is
a management consultant specializing in meaning and purpose.

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An inspirational speaker and author, she
helps companies visioneer for greater purpose among

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

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and commitment within the workforce. To
learn more or to invite a lease

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to speak to your organization, please
visit her at Elisecortes dot com. Let's

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talk about how to get your employees
working on purpose. This is working on

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Purpose with doctor Elise Cortes. To
reach our program today or to open a

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conversation with Elise, send an email
to Alise A. L Se at Elisecortes

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00:16:57.159 --> 00:17:06.920
dot com. Now back to working
on Purpose. Thanks for staying with us,

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and welcome back to working on Purpose. I'm your host, doctor release

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Cortes, as I too, am
dedicated to helping create a world where people

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realize their potential at work and are
led by inspirational leaders that help them find

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and contribute their greatness and we do
business that better is the world. I

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can do it to write my own
books, and so one of my latest

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ones came out in March of twenty
twenty three. It's called The Great Revitalization.

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How activating meeting and purpose can radically
enliven your business. And I wrote

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it to help leaders understand today's workforce
and what they want from work, and

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then I offer twenty two best practices
to help equip them to be able to

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create that. You can learn more
about my books at at least quotes dot

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com and find them on Amazon if
you are just joining us. My guest

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is Mike Lee. He's the author
of new rules for the future of leadership,

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how the bold and driven can elevate
engagement, win the war for talent,

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and create a culture of belonging.
So one of the things I really

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align and quite enjoy about what you
say about leaders and how they can really

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connect with their people their teams is
you talk about how encouraging those letters to

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uncover what drives someone and therefore you
have less you have to actually manage as

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a leader. I want to hear
more about this notion of uncovering what drives

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someone from your perspective, I think
that's very individualized, and that's why it's

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important for leaders to ask questions right
instead of you know, I think one

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thing that I learned from the basketball
world, where I spent a lot of

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time was that the great coaches don't
demand and direct. They actually are the

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ones that aren't the aren't being the
military type leaders. They're the ones that

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actually develop a relationship, They develop
connection, they develop trust, and they

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ask the right questions so that you
can come to the answers on your own

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and through that process you can take
more in uh, more ownership in the

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work that you do. And so
I think really just you know, stripping

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it down, like go back to
the time before the first person in your

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life told you to start being realistic, Like what did you what did you

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enjoy doing? What filled you up? How did you spend your summer when

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you didn't have to, when you
weren't in school. You know it's a

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cliche question, but like what would
you do if money didn't matter? Right?

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There's so many questions that you can
ask, and I think that's the

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starting point to helping people develop this
intrinsic motivation. You know, one one

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question I think is awesome to ask
is what problem in your life would be?

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What problem if in your life,
if you could solve, would make

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it better? Right. There's a
a mentor of mine has used that question

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to create change at scale within massive
organizations. That's that's added millions of dollars

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to top line revenue, right because
they're able to Then, let we talk

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about using business as a force for
good, right, And it doesn't mean

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you have to go out and start
a nonprofit. It might mean you can

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leverage the resources within your organization to
create change at scale, which might and

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potentially could be way more impact than
going out and starting something on your own

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So I think really starting with questions
is crucial mm hmm. And one of

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one of the questions that you really
encouraging leaders to ask is what's your dream?

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And I love how you talk about
this in your book and you say

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because when someone is pulled by a
dream, they have more intrinsic motivation and

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take more own ownership in their work, which drives engagement, of course,

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and we know what a problem engagement
is today. And I love when you

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go on to say, you know, having a leader who invests in your

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life, both in and out of
business is so rare that it cannot help

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but drive retention. Amen completely agree
with that. Yeah, I think you

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know, we just we all want
to have this innate desire to know that

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we're seeing, that we're heard,
that people feel us right, feel what

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we're going through, empathize with what
we're going through. And I think it

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just it's such a simple thing that
I think goes such a long way.

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Yeah, and you know to I'm
going to go here next because I cannot

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tell you, Mike, the number
of times that I'm hearing or I'm seeing

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a whole book that's written about the
need for leaders to be empathetic or human.

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I'm just blown back by this that
it's twenty twenty three and we have

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to tell our leaders to be empathetic
in human. But it seems to be

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an important thing. And you talk
about this in your book too, about

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the importance of developing empathy as a
key and top leadership skill. Can you

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say a bit more about your perspective
on that. Yeah, I think when

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we understand what people are going through, it helps create a sense of connection.

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Like you know, lots of times
we don't necessarily need other people to

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solve our problems. We just want
them to want them to know that we're

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struggling, right, that this is
not easy for us. And it's the

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interesting thing is like through that vult
you know, when you as an as

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an employee or as a contributor,
feel the feel safe enough to be vulnerable

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with your leader, right, or
your manager, whoever, whoever you're you're

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reporting to. Right, that sense
of vulnerability and the relationship and connection and

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trust that can be built through that
level of vulnerability and knowing that you can

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make mistakes, you can try new
things, you can quote unquote fail,

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right, it actually frees you up
from the stress of the repercussions of making

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mistakes and frees up that that creative
ability, right, And so I think

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when we know that our leaders know
what we're going through and they have empathy

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for what we're going through, it
just fosters that sense of connection and belonging.

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And I think, like one of
the things that I've had to learn

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over the last few years is that
your resilience does not have to be found

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individually or your resilience can be found
in the collective. Your resilience can be

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found in your vulnerability to ask for
help. Oh, I have learned that,

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you know. When I really learned
that idea, Mike, is when

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I got divorced. I realized I
realized, oh, I can't do all

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this by myself. I need help. You get over here. I need

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your help. And I became really
quite good at this actually, So going

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on to what you were saying about, though, this notion of being vulnerable

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and what that means being able to
talk with your leader, I really appreciate

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that you also detail in your book
that this notion of belonging has become so

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import and in fact so important that
we all know about DEI diversity, equity

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and inclusion. But what we may
not know is now there's a bee behind

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those letters, and that's belonging.
So that it's become so so important to

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be able to develop this deep sense
of belonging in our organizations. But then

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you go on and you talk about
how important it is for people to feel

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that sense of belonging because they feel
aligned with the organization's vision, values and

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purpose. And again, the only
way you can do that is if it's

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very strongly articulated and lived. Yeah, and I think this all starts,

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all starts from the top down.
Exactly what you said. It's lived,

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right. It's not something that you
say, it's not something that you do

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once in a while, it's that
every single day you show up from your

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heart as a leader, and people
can feel that they know, whether it's

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just a show, whether it's a
one time thing or no, this is

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this is exactly who this person is
inside it out, and this is who

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they are at home, this is
who they are at work. And that's

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exactly what I'm going to get.
Somebody who's showing up from their hearts,

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somebody who's showing up with love every
single day. Mm hmm. Yeah.

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And then moving on you know,
to to the team. I appreciate this

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notion of you know, do to
feel a sense of belonging to I feel

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a sense of connection with my team, my team. To imagine this,

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ladies and gentlemen, imagine that you, as a leader, have created an

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environment where your people go looking for
each other what's special and right, and

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they appreciate each other, and they
noticed when someone's not here. Man,

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Tommy was not here yesterday. God, we so needed Tommy yesterday. Tommy

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comes back, Tommy, Are you
okay? Are what happened? Are you

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all right? That we hear so
often Mike, and I know you do

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too. People feel like nobody notices
if I'm here, I'm not. But

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when we can create a team where
people feel that connection, they feel wanted

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and needed and appreciated, that that
goes. That's but that the leader has

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to help create the environment for that
to happen. Yeah, no question about

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it. I think the interesting thing
about this is that from my perspective,

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you know, spending a lot of
time in the basketball world is for decades,

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business leaders have leveraged the sports world
for things like leadership, culture,

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mindset. Except right, and if
you ask any coach that it has one

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championships, that it has been really
really successful at the high school, college,

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pro level, even sixth graders.
Right, the coach and the player

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would probably have a common answer when
asked about how did you help Billy be

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at his best? How did you
help Curry become MVP? How did you

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help Sarah become the conference MVP?
And the number one? I think the

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through line if you asked every single
one of those coaches, no matter what

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level, sixth grade all the way
to the NBA, both the coach and

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the player would say, well,
I just love them. Yeah, the

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girl's going to say, I knew
that that coach MacArthur loved me. I

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knew that anything that he was doing
he was doing because he thought it would

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help motivate me, inspire me to
be at my best every single day.

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Right, And that's the one thing
that I think that the place that I

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think people are afraid to go to. But I think you can't. It's

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not exclusive, right, you can't
leave love out of the leadership conversation.

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Increasingly that four letter word has become
actually an ally, whereas it used to

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be such an enemy. But I
want to go further on what you just

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said there about this notion of really
for leaders to really help people become the

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best version of themselves. That takes
actually your ability to go looking for what

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you think they could actually do beyond
where they are today, and then leading

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them to be inspired to go after
that. And what's beautiful about that?

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And I've had my own leaders that
have done this for me, that have

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radically altered and elevated my life in
a way that I couldn't without them.

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I couldn't do what they encouraged me
to to do or what they saw me

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to do. And it's such a
gift. And this is where leadership is

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so powerful, so important, so
impactful, and it's work, right.

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It takes real work and love to
be able to go looking for someone on

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that level. I can't tell you
how many times when I'm working in an

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organization, Mike, and I know
you've had the same experience where you get

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somebody gets a new you know,
they've inherited some team members and they've been

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told you know that Mike guy,
you know he's really he doesn't really work

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very hard, you know, he
doesn't really you know, he's kind of

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a mediocre contributor or whatever, and
that person actually goes looking for what's special

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and different about Mike and then and
ignore is all these labels he's heard about,

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negative labels, he heard about Mike
and lo and behold, he sees

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this prize right there waiting to be
unleashed and activated, and Mike blows them

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away. Right, this happened.
This is the beauty of great leadership,

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of leadership that's caring and appreciative and
it's actually looking to help someone realize their

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greatness versus, I don't know,
manage them through the process. Thoughts,

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reactions. There's a lot I could
say about that. I think one thing,

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you know, from a fundamental perspective
is to view you know, don't

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view that person as a challenge or
don't view that person as a problem,

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view it as like a challenge,
right, view it as an opportunity.

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And this goes back to what we
were talking about right in the beginning,

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talk about asking questions. And you
know, on the first basketball team that

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I ever coached, there was there
was a kid that we had on the

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team, the seventh grade team.
This kid was thirteen years old. He

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was he was talented, he was
long, he was he was fairly skilled

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and I thought, you know,
he could be a really, really good

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basketball player, you know, even
at thirteen years old. But the problem

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was the first like month to two
of practice, I just could not get

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him to go hard enough in practice. I couldn't get him to work hard

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enough in practice. And finally we
sat down and we had these one on

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one individual player meetings during about the
middle of the season. This kid's name

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was Paul, and I said to
him, Paul, why are you here.

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What are you trying to get out
of this experience? And he said

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00:30:06.119 --> 00:30:08.960
to me, I'm going to be
a Division one college basketball player. Yeah.

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And I looked at him and I
said, okay, Paul, Then

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from here on out, I'm going
to treat to you as if you are

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already a Division one college basketball player. And everything that I do, every

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00:30:19.599 --> 00:30:22.680
time I challenge you, every time
that I'm hard on you, it's because

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I'm holding you to the standards of
excellence that I know that it's going to

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take in order for your dreams to
come to life. This is not me

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00:30:30.400 --> 00:30:33.680
against you and me being hard on
you because because I don't like you.

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This is me with you on the
path to helping you achieve your dreams.

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00:30:40.599 --> 00:30:47.160
And when we had that sixty second
conversation, everything changed. The kid went

410
00:30:47.279 --> 00:30:52.680
harder, he put more time in
after practice and in the off season,

411
00:30:52.200 --> 00:30:56.640
and this kid went on to play
in three NCAA tournaments, has got a

412
00:30:56.640 --> 00:31:00.920
a Division One college scholarship, hit
a game winning shot in the in March

413
00:31:00.960 --> 00:31:04.359
Madness and the NCAA Tournament, and
as an assistant coach for the Atlanta Hawks.

414
00:31:04.799 --> 00:31:07.920
So like that, you know,
And I'm not saying that I'm the

415
00:31:07.960 --> 00:31:12.720
reason because of that, but I'm
saying that that's an example of the power

416
00:31:12.880 --> 00:31:19.200
of just taking a minute to ask
a simple question can unlock something inside of

417
00:31:19.200 --> 00:31:23.480
somebody that you never thought was possible, or that they never thought was possible.

418
00:31:25.039 --> 00:31:26.279
That's so beautiful. I want to
share another example, toy, but

419
00:31:26.359 --> 00:31:30.000
let's drab our last break here before
I do that. I'll respond to that

420
00:31:30.039 --> 00:31:33.680
as well. I'm your host,
doctor re LEAs Cortest. We're on the

421
00:31:33.680 --> 00:31:36.799
air with Mike Lee. He's the
founder of mind Shift Labs and the author

422
00:31:36.839 --> 00:31:40.839
of Untrained and New Rules for the
Future of Leadership. How the bold and

423
00:31:40.920 --> 00:31:45.039
driven can elevate engagement when the war
for talent and create a culture of belonging.

424
00:31:45.359 --> 00:31:48.559
We've been talking more about how to
engage and really lead our people to

425
00:31:48.599 --> 00:31:52.440
their greatness in order to bring out
their best and keep them. After the

426
00:31:52.480 --> 00:31:56.720
break, we are going to talk
more about engagement and get to those purpose

427
00:31:56.759 --> 00:32:15.680
debts. Stay wis will be right
back. Doctor Elise Cortes is a management

428
00:32:15.759 --> 00:32:20.839
consultant specializing in meaning and purpose.
An inspirational speaker and author. She helps

429
00:32:20.880 --> 00:32:25.720
companies visioneer for greater purpose among stakeholders
and develop purpose inspired leadership and meaning infused

430
00:32:25.720 --> 00:32:30.599
cultures that elevate fulfillment, performance,
and commitment within the workforce. To learn

431
00:32:30.680 --> 00:32:35.319
more or to invite a lease to
speak to your organization, please visit her

432
00:32:35.400 --> 00:32:38.960
at elisecortes dot com. Let's talk
about how to get your employees working on

433
00:32:39.119 --> 00:32:49.799
purpose. This is working on Purpose
with doctor Elise Cortes. To reach our

434
00:32:49.839 --> 00:32:53.079
program today or to open a conversation
with Elise, send an email to Alise

435
00:32:53.400 --> 00:33:00.440
A. L Se at elisecortes dot
com. Now back to working on Purpose.

436
00:33:05.839 --> 00:33:07.480
Interesting with us and welcome back to
working on Purpose. I'm your host,

437
00:33:07.519 --> 00:33:10.960
Doctor Ely's Cortes. As I mentioned
in the first break, I put

438
00:33:12.000 --> 00:33:14.720
out my last book, The Great
Revitalization, in March of twenty three.

439
00:33:15.759 --> 00:33:19.079
But what I also did to a
company that is I created an organizational assessment

440
00:33:19.200 --> 00:33:22.319
that you can get off my website
Gusto dashnow dot com. It's three pages.

441
00:33:22.440 --> 00:33:27.559
You can actually assess the extent to
which your organization today is meeting the

442
00:33:27.960 --> 00:33:31.319
needs of today's workforce if you are
just joining us now. My guest is

443
00:33:31.400 --> 00:33:35.599
Mike Lee. He's the author of
New Rules for the Future of Leadership,

444
00:33:35.839 --> 00:33:38.119
how the bold and driven can elevate
engagement, whin the war for talent and

445
00:33:38.200 --> 00:33:42.640
create a culture of belonging. So, as I mentioned just before we took

446
00:33:42.640 --> 00:33:45.519
our break here, Mike, I
wanted to share on comment on from that

447
00:33:45.599 --> 00:33:50.440
great story you told about your coaching
with Paul. I work with an organization

448
00:33:50.519 --> 00:33:53.920
and I'm coaching their their leadership team, and one of the women was a

449
00:33:54.000 --> 00:34:00.480
little bit younger in her leadership tenure
and she wanted to hire an really build

450
00:34:00.519 --> 00:34:04.319
a really dynamic team, and so
she hired her first person. She was

451
00:34:04.319 --> 00:34:07.000
about to hire a second person,
and the feedback she got from the team

452
00:34:07.159 --> 00:34:12.480
and the person who who was the
person's previous boss was like I was saying

453
00:34:12.519 --> 00:34:15.719
before, you know, kind of
ho home, sort of a mediocre player.

454
00:34:15.599 --> 00:34:19.159
And so I said to her,
I said, I encourage you,

455
00:34:19.840 --> 00:34:22.519
well find just you know, ask
find out what's underneath that assessment. Why

456
00:34:22.559 --> 00:34:27.599
do they think that this person is
mediocre, et cetera. And then is

457
00:34:27.679 --> 00:34:30.880
there's there something that prevented this person
to really bring their best in those environments?

458
00:34:31.280 --> 00:34:36.280
Do you have an opportunity to unleash
and activate this person in ways they

459
00:34:36.360 --> 00:34:43.079
couldn't and didn't, And so against
the vote of her team or the rest

460
00:34:43.119 --> 00:34:47.280
of her team, she extended the
offer to this person and and he's come

461
00:34:47.360 --> 00:34:52.400
on and he's just been a rock
start and so hungry for this opportunity to

462
00:34:52.519 --> 00:34:57.679
go out there and be challenged and
grow and bring it and not be labeled

463
00:34:57.840 --> 00:35:01.800
by what other people assessed of him
as being mediocre or you know, lacking.

464
00:35:02.559 --> 00:35:07.079
And I think that speaks to really, again the power of a leader,

465
00:35:07.400 --> 00:35:09.360
the impact that we can have.
And really I think it's you know,

466
00:35:09.440 --> 00:35:14.119
it's on you, it's it's it's
your responsibilities leader to go looking for

467
00:35:14.280 --> 00:35:16.760
ways to be able to activate people. And it's more work, but it's

468
00:35:17.360 --> 00:35:22.239
incredibly more rewarding, Yeah, no
question about it. And I think like

469
00:35:22.480 --> 00:35:27.119
the biggest thing is we have to
go ourselves first, where we want our

470
00:35:27.159 --> 00:35:30.880
people to go, Yeah, we
have to ask ourselves these questions. We

471
00:35:30.039 --> 00:35:34.760
have to do the work ourselves and
model it. Only then are people going

472
00:35:34.800 --> 00:35:39.280
to trust our lead to help take
them from where they're at where they want

473
00:35:39.280 --> 00:35:44.679
to be. Just gets me every
time. Okay, So well, remember

474
00:35:44.719 --> 00:35:46.639
what was the show where they where
they say, let's do the numbers.

475
00:35:46.760 --> 00:35:51.440
Anyway, so let's do that.
Let's do the purpose numbers. I think

476
00:35:51.519 --> 00:35:53.280
that and you and I are again
are very very aligned on this sort of

477
00:35:53.320 --> 00:35:57.119
thing. But I want to bring
this home for our listeners and viewers so

478
00:35:57.199 --> 00:36:01.199
they really understand the power of purpose. Purpose today gets so whitewashed. I

479
00:36:01.280 --> 00:36:06.360
don't want to hear again, tires
on purpose, pancakes on purpose. I

480
00:36:06.400 --> 00:36:08.880
don't want to hear that. That's
not what we're talking about here. And

481
00:36:09.039 --> 00:36:15.239
that was an interesting face you just
made. No. So one of the

482
00:36:15.320 --> 00:36:16.800
things, the first stat that I
want you to speak to that you write

483
00:36:16.800 --> 00:36:22.519
about in your book is you say
ninety percent of global employees in purpose driven

484
00:36:22.599 --> 00:36:28.320
companies are engaged compared to twenty one
percent of the global workforce who are otherwise

485
00:36:28.400 --> 00:36:31.519
engaged in the normal rate. That
is a huge difference. Can you speak

486
00:36:31.559 --> 00:36:36.480
to that a little. Yeah,
it's massive, right, it's it's kind

487
00:36:36.519 --> 00:36:42.320
of it's shocking to when you go
into the research and there's you know,

488
00:36:42.800 --> 00:36:45.079
there's a ton of research that backs
a lot of this up. And I

489
00:36:45.119 --> 00:36:49.719
think it just it just speaks to
the power of all the things that we're

490
00:36:49.760 --> 00:36:53.920
talking about, right, we're talking
about all these things helping the individuals uncover

491
00:36:54.000 --> 00:36:59.880
their purpose really you know, building
this sense of connection and trust and help

492
00:37:00.159 --> 00:37:05.960
people, you know, uncover what
drives them individually. Right, these all

493
00:37:06.079 --> 00:37:09.079
connect back to the sense of purpose. And it's like, we can talk

494
00:37:09.119 --> 00:37:13.239
about it in theory all day long, but these stats back up what we're

495
00:37:13.239 --> 00:37:15.440
talking about. Mm hmmm. I
want to add to that as well,

496
00:37:15.519 --> 00:37:17.559
Mike, that you know, this
whole notion of well, how do you

497
00:37:17.639 --> 00:37:21.199
actually do purpose an organization? And
again, it's not, as we said

498
00:37:21.199 --> 00:37:22.559
before, it's not just a statement
on the wall that says this is the

499
00:37:22.599 --> 00:37:25.760
purpose of this organization and why we
exist. It's about living it. But

500
00:37:25.840 --> 00:37:30.679
then it's also about being able to
recognize and reward and thank employees that are

501
00:37:30.760 --> 00:37:35.280
living the purpose of the organization,
that are exemplifying it so that it's baked

502
00:37:35.320 --> 00:37:42.079
into the organization and they understand how
their individual role is contributing to that organization

503
00:37:42.239 --> 00:37:46.119
to realize and live its purpose and
realize its mission. And again that takes

504
00:37:46.440 --> 00:37:51.280
more to communicate that, to recognize
that in a way that's meaningful to that

505
00:37:51.400 --> 00:37:57.360
individual is the opportunity. Yeah,
I think we get what we reward,

506
00:37:58.320 --> 00:38:00.639
right. I think it's it's it's
easy to focus on the negative. But

507
00:38:00.719 --> 00:38:07.639
if you know, you obviously like
are very well verth in psychology, right,

508
00:38:07.760 --> 00:38:12.880
and you know we're just we have
we get what we focus on.

509
00:38:13.400 --> 00:38:16.760
And if we focus on the behaviors
and the things that people are doing well

510
00:38:16.800 --> 00:38:20.960
and we reward that, we're going
to get more of it. Right,

511
00:38:21.079 --> 00:38:25.480
It's so beautiful. So if this
number doesn't actually get your attention, ladies

512
00:38:25.480 --> 00:38:28.480
and gentlemen, I really don't know
what's going to do it for. When

513
00:38:28.480 --> 00:38:30.280
it comes to the purpose space,
So Mike writes in his book, and

514
00:38:30.360 --> 00:38:36.039
I've seen similar stats, purpose driven
companies have been shown to outperform in the

515
00:38:36.119 --> 00:38:43.719
market fifteen to one, one,
five to one. Yeah, I believe

516
00:38:43.800 --> 00:38:49.440
that is research from Jim Collins book
and the name I'm blanking on the name

517
00:38:49.519 --> 00:38:51.639
right now, but his first one, they came home, not good,

518
00:38:51.719 --> 00:38:53.159
not good to great, not that
one, right, yeah good, yeah,

519
00:38:53.239 --> 00:38:57.800
yeah. And so of course you
know I talked to people too.

520
00:38:57.960 --> 00:39:01.920
You know where investors are looking for
purpose led organizations precisely because of this reason.

521
00:39:02.679 --> 00:39:07.719
And I've had a very interesting guest
on several years ago who was actually

522
00:39:08.000 --> 00:39:17.119
create helping to consult with companies on
creating compensate compensation systems around how to live

523
00:39:17.199 --> 00:39:22.000
that company's purpose. So in creating
really a company of owners around the organization's

524
00:39:22.039 --> 00:39:28.679
purpose. So really, if you
will, financializing purpose into an organization just

525
00:39:28.800 --> 00:39:31.400
really quite fascinating work. I would
love to learn more about that. That's

526
00:39:31.519 --> 00:39:35.679
I've never heard of that. Oh
I'm happy. Let me let's let's talk

527
00:39:35.679 --> 00:39:38.679
about that offline and not remind me
to connect with you too. They're really

528
00:39:38.800 --> 00:39:43.440
amazing work that they're doing. Okay. So then the other stet that I

529
00:39:43.480 --> 00:39:46.599
wanted you to speak to, which
is also really really compelling today, you

530
00:39:46.760 --> 00:39:52.400
say, purpose driven leaders have employees
who are seventy percent more satisfied, fifty

531
00:39:52.440 --> 00:39:54.760
six percent more engaged, and one
hundred percent more likely to stay with the

532
00:39:54.880 --> 00:40:02.599
organization. Also compelling. Yeah,
that's from Harvard Business Reviews. So we're

533
00:40:02.639 --> 00:40:06.960
not making these stats up, right, right, right. I mean that's

534
00:40:07.079 --> 00:40:10.280
that's incredibly so you know, this
purpose stuff works. And again it's I

535
00:40:10.760 --> 00:40:15.559
understand that it can sound a little
bit abstract and conceptual, which is why

536
00:40:15.599 --> 00:40:20.760
I do the work that I do, but it's the numbers are so compelling.

537
00:40:22.599 --> 00:40:24.039
Yeah, and again, like it
doesn't mean that you have to go

538
00:40:24.159 --> 00:40:30.880
out and start a nonprofit or go
out and and you know, solve the

539
00:40:30.000 --> 00:40:35.440
cancer crisis in the world. Right, It's it's when it comes down to

540
00:40:35.519 --> 00:40:39.400
it, it's really creating intention in
each moment, right, how beautiful tension

541
00:40:39.599 --> 00:40:43.800
into each moment that we have,
right and when we can do that,

542
00:40:44.000 --> 00:40:47.519
when we can stack those moments of
intention, that creates a deeper sense of

543
00:40:47.679 --> 00:40:52.280
fulfillment. Mm hmm. That's so
great. I want to come into that.

544
00:40:52.360 --> 00:40:54.440
And then I also want to I
want to say for our listeners and

545
00:40:54.519 --> 00:40:58.920
viewers who might have also been excited
about what I just said about financializing.

546
00:40:59.320 --> 00:41:04.280
The name of the compan and he
is called Fortuna Advisors. Fortuna Advisors anyways,

547
00:41:04.360 --> 00:41:06.519
in case you want to check them
out. They're they're pretty amazing.

548
00:41:07.840 --> 00:41:10.280
So I love what you said,
creating those you know, those intentional moments

549
00:41:10.360 --> 00:41:15.880
or intentional moments of connection. I
had on Bibokolandra on my show some time

550
00:41:15.920 --> 00:41:20.079
ago, and she really talks about
this concept of job purposing and what she

551
00:41:20.159 --> 00:41:23.320
really means is or social purposing.
She uses both both phrases. What that

552
00:41:23.400 --> 00:41:30.599
really speaks to is is organizations that
have have the capacity or of created environment

553
00:41:30.679 --> 00:41:37.960
where people are enabled or encouraged to
do whatever it takes in their work to

554
00:41:37.239 --> 00:41:40.280
be able to get that feeling like
I'm doing something that matters. And just

555
00:41:40.360 --> 00:41:45.079
the quick example of that that she
gives that helps bring it home. She

556
00:41:45.199 --> 00:41:49.719
talks about how she found this gentleman
who is a full time parking attendant.

557
00:41:49.800 --> 00:41:52.119
His job is to park cars all
day and one of the things this guy

558
00:41:52.280 --> 00:41:57.039
does to be able to work in
some social purpose for himself is while his

559
00:41:59.280 --> 00:42:02.320
customers are away doing whatever they're doing, he goes around and he measures the

560
00:42:02.400 --> 00:42:06.920
tread on their tires so when they
come back, he can report and say,

561
00:42:07.400 --> 00:42:08.840
did you know that you are dreadfully
low? You're about to have a

562
00:42:08.920 --> 00:42:13.360
blowout here if you don't do something
about this. And he shares this back,

563
00:42:13.559 --> 00:42:15.199
or he says, hey, you're
in a really good jape with your

564
00:42:15.280 --> 00:42:17.679
tread kind of thing, and you
know these people are just dazzled by this,

565
00:42:17.920 --> 00:42:21.519
Like I am a kid that I'm
going to go pick up from daycare.

566
00:42:21.840 --> 00:42:23.679
You could have just who knows what
could have happened on the freeway.

567
00:42:24.000 --> 00:42:28.840
So he goes home every night feeling
like he's done something of service that matters.

568
00:42:29.039 --> 00:42:31.480
He snuck it in in his job. Well, can you imagine you

569
00:42:31.559 --> 00:42:36.400
know that the side ripple benefit of
that of people that are parking in that

570
00:42:36.519 --> 00:42:39.400
garage versus somebody over here who is
grumbling about it or just taking your money

571
00:42:39.440 --> 00:42:44.679
without saying anything. So we have
the capacity to work this stuff in all

572
00:42:44.760 --> 00:42:49.920
over the place, this purpose stuff. Yeah, exactly. That's a great

573
00:42:49.960 --> 00:42:52.480
example, isn't it though? And
it's available to any of us anywhere.

574
00:42:52.719 --> 00:42:58.119
Right, Okay, So now I
want to get to You have something in

575
00:42:58.159 --> 00:43:00.800
your book to that I thought was
really really interesting. You talk about this

576
00:43:00.960 --> 00:43:07.039
notion of impermanence, especially as it
relates to our existence into leadership. So

577
00:43:07.159 --> 00:43:12.400
you say, impermanence is a fundamental
truth of our existence. So the question

578
00:43:12.599 --> 00:43:15.199
is not what will change, The
question is who will I become? And

579
00:43:15.280 --> 00:43:20.199
you say, high performing leaders know
that the rate of internal growth must meet

580
00:43:20.320 --> 00:43:24.679
or exceed the rate of external change. Wow, that's a lot to be

581
00:43:24.760 --> 00:43:30.920
able to walk around with me present
too. Yeah, I think hopefully I

582
00:43:30.960 --> 00:43:32.000
can sum it up here and make
it a little more. Maybe it's a

583
00:43:32.039 --> 00:43:37.679
little through esoteric in the book,
but really, you know, if you

584
00:43:37.760 --> 00:43:40.159
really get objective and you look at
it, you see that everything is constantly

585
00:43:40.239 --> 00:43:44.400
changing around us all the time.
Nothing's the same as it was a week

586
00:43:44.440 --> 00:43:46.159
ago, a month ago, a
year ago, certainly not ten years ago,

587
00:43:46.679 --> 00:43:51.360
right, And if you also look
at it objectively, you see that

588
00:43:51.440 --> 00:43:54.800
everything is changing faster than ever.
Social media has changed more in the last

589
00:43:55.280 --> 00:44:00.360
you know, three years than it
has in the last Right. It's just

590
00:44:00.480 --> 00:44:06.960
everything is changing faster, and so
that's not going to stop. Technology is

591
00:44:07.000 --> 00:44:09.199
not going to slow down. AI
is not going anywhere. Disruption is not

592
00:44:09.280 --> 00:44:15.199
going to slow down. And the
way that we can respond to that is

593
00:44:15.320 --> 00:44:20.280
really creating an internal shift, right, an internal shift and how we respond

594
00:44:20.440 --> 00:44:24.639
to the world, so that we
can be the ones creating disruption instead of

595
00:44:24.719 --> 00:44:30.360
responding to the disruption or reacting to
the disruption and the change. Right,

596
00:44:30.559 --> 00:44:32.679
you know, the part of it
is that, but then part of it

597
00:44:32.840 --> 00:44:40.480
is also like being able to being
able to respond to the things that show

598
00:44:40.599 --> 00:44:45.639
up in our lives, like you
know, an Amazon book not getting published

599
00:44:45.679 --> 00:44:52.079
on the time right, be able
to show up to these things with a

600
00:44:52.199 --> 00:44:57.519
sense of being centered and grounded while
chaos and disruptions surround us, because that's

601
00:44:57.639 --> 00:45:00.000
when we can lead and live in
alignment with our with our vision and our

602
00:45:00.079 --> 00:45:06.920
values. I want to also,
this is not in all what you said,

603
00:45:06.960 --> 00:45:08.079
but I want to put that out
there as well for our listeners and

604
00:45:08.159 --> 00:45:12.920
viewers. In this phrase, I
think it should be eradicated from the planet,

605
00:45:13.360 --> 00:45:15.440
especially in conjunction with this idea that
you're just putting forth here, and

606
00:45:15.559 --> 00:45:20.440
that is that's the way we've always
done it, That's how we do it

607
00:45:20.519 --> 00:45:24.280
here. It's the death sentence.
It's the death sentence. Stop saying that

608
00:45:24.400 --> 00:45:30.679
stuff, please, ladies and gentlemen. All right, So we've come close

609
00:45:30.719 --> 00:45:32.000
to the end of our program here, Mike, I want to give you

610
00:45:32.119 --> 00:45:36.920
the chance to, you know,
really share any other points that you didn't

611
00:45:36.920 --> 00:45:38.360
get a chance to talk about here. We've got just a couple of minutes

612
00:45:38.400 --> 00:45:40.480
for you to do that. But
in other words, what would you like

613
00:45:40.559 --> 00:45:44.239
to leave our listeners with that we
haven't already spoken about, that you think

614
00:45:44.360 --> 00:45:49.000
is important to impart. Yeah,
I think you know, a big theme

615
00:45:49.400 --> 00:45:53.639
throughout the conversation has been leadership,
right, And there's I'll leave people with

616
00:45:53.719 --> 00:45:58.239
three questions that they can reflect on. You know, if we want to

617
00:45:58.280 --> 00:46:00.880
go from where we're at to where
we want to yet as a leader,

618
00:46:00.000 --> 00:46:04.639
we have to be objective about where
we stand in the first place, right,

619
00:46:04.719 --> 00:46:08.880
And one way to do that is
to spend time reflecting on on where

620
00:46:08.920 --> 00:46:15.639
we're at in a from a very
still grounded place, right. And so

621
00:46:15.719 --> 00:46:20.079
there's three questions. There's there's multiple
questions that you can ask, but I'll

622
00:46:20.440 --> 00:46:23.239
just leave everybody with three questions that
they can reflect on as as we close

623
00:46:23.280 --> 00:46:30.000
that our session. And the first
question, is am I being the spouse

624
00:46:31.039 --> 00:46:35.960
or the or the partner that I
would want in a relationship? Mhm,

625
00:46:37.119 --> 00:46:42.960
am I being that person? The
second question is am I being the parent

626
00:46:43.000 --> 00:46:47.440
that I would have wanted as a
kid. That's that's a insanely tough question.

627
00:46:47.519 --> 00:46:50.519
And I do not have kids,
so I'm glad I do not have

628
00:46:50.599 --> 00:46:53.480
to answer that, right, am
I being the being the parent that I

629
00:46:53.559 --> 00:47:00.480
would have wanted as a kid?
And the third question is am I being

630
00:47:00.519 --> 00:47:04.320
the leader? Or am I being
the boss that I would have wanted to

631
00:47:04.400 --> 00:47:09.400
work for. Mm hmm. Right. They're super simple questions, but they

632
00:47:09.440 --> 00:47:15.519
can really help you get to clarity
as to how you're showing up and create

633
00:47:15.400 --> 00:47:20.679
awareness as to how you're showing up. Because we can't change we we're not

634
00:47:20.760 --> 00:47:22.239
aware of right. And you know, one thing we didn't we didn't get

635
00:47:22.280 --> 00:47:28.880
into today that I'm a big believer
in is mindfulness. And you know,

636
00:47:29.280 --> 00:47:37.679
in order to in order to become
to use the skill of mindfulness to create

637
00:47:37.840 --> 00:47:43.199
change, right, right, the
skill of of a of awareness. Right,

638
00:47:43.480 --> 00:47:46.840
we have to get to this place
of objectivity to see where we're actually

639
00:47:46.960 --> 00:47:52.079
at in the first place, see
how people view us in the first place.

640
00:47:52.679 --> 00:47:55.920
Right? And So am I being
the parent that I would have wanted

641
00:47:55.960 --> 00:47:59.639
as a kid? Am I being
the spouse or partner that i'd want?

642
00:47:59.679 --> 00:48:02.519
And really relationship? And am I
being the leader that I would want to

643
00:48:02.639 --> 00:48:07.199
work for? Those are three things
to reflect on as we go into gat

644
00:48:07.320 --> 00:48:12.639
the Thanksgiving. What a beautiful way
to close, Mike. I'm really happy

645
00:48:12.719 --> 00:48:14.840
to know you. Thank you for
the book that you put out in the

646
00:48:14.880 --> 00:48:17.480
world. I'm glad to be connected
with you and learn from you. Thank

647
00:48:17.519 --> 00:48:22.199
you very much. For sharing with
your wisdom and your passion with our listeners

648
00:48:22.280 --> 00:48:25.079
and viewers. Thanks for being on
working on Purpose. Thanks for having me

649
00:48:25.159 --> 00:48:30.000
on, listeners and viewers. If
you'll learn more about Mike Lee, the

650
00:48:30.079 --> 00:48:31.800
work he and his team do at
mind shift Labs, or his books,

651
00:48:31.840 --> 00:48:38.239
you can just start by going to
mindshiftlabs dot com mindshift labs dot com.

652
00:48:38.920 --> 00:48:40.800
Last week, if you missed the
live show, you can always catch it

653
00:48:40.880 --> 00:48:45.159
be recorded podcast. We were on
the air with Ed Hess talking about his

654
00:48:45.320 --> 00:48:49.519
latest book, which is number fifteen
for him, called Own Your Work Journey,

655
00:48:49.800 --> 00:48:52.000
The Path to Meaningful Work and Happiness
in the Age of Smart Technology and

656
00:48:52.079 --> 00:48:58.400
radical Change. He covered some pretty
sobering research about just how much learning and

657
00:48:58.440 --> 00:49:01.159
growings necessary in all of us to
remain relevant, working, and enjoying our

658
00:49:01.199 --> 00:49:05.679
careers. It was pretty pretty phenomenal
the research that he cited. While we're

659
00:49:05.800 --> 00:49:09.239
listening to next week, we'll be
on the air with Susan Ford Collins talking

660
00:49:09.280 --> 00:49:14.880
about her book Blur Clear The Way
Ahead, where she teaches us some powerful

661
00:49:14.920 --> 00:49:19.199
tools to deal with burnout and overwhelm
and get to strength and resiliency. See

662
00:49:19.239 --> 00:49:21.840
you there. Remember that work is
one of our best adventures and means of

663
00:49:21.920 --> 00:49:24.719
realizing our potential and making the impact
we crave. So let's work on Purpose.

664
00:49:28.679 --> 00:49:31.079
We hope you've enjoyed this week's program. Be sure to tune into Working

665
00:49:31.159 --> 00:49:36.360
on Purpose featuring your host, doctor
Elise Cortes, each week on W four

666
00:49:36.480 --> 00:49:39.639
C. Why. Together, We'll
create a world where business operates conscientiously.

667
00:49:40.000 --> 00:49:45.920
Leadership inspires and passion performance and employees
are fulfilled in work that provides the meaning

668
00:49:45.000 --> 00:49:49.760
and purpose they crave. See you
there, Let's work on Purpose.