What is the Ingredient Mix in Your Leadership CAKE?

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

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

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

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

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

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

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

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Welcome back to Working in Purpose program. Thanks for tuning again this week,

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Alie course as your host. Journey
you from Dallas, which is my home

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base. By way of introduction,
and if you don't know me, I'm

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a management consultant specializing in meaning and
purpose, organizational logo therapist, inspirational speaker,

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social scientist, and author. You
can learn more about me in the

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work I do at at least cortest
dot com or Gusto dashnow dot com.

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Before we get started in today's program, we must thank our partner and sponsor,

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Work Proud. We are a perfect
collaboration. Everyone wants to know they

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matter and the work that they do
is meaningful and appreciated. Work Proud is

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a mobile platform built to encourage employees
to share stories and recognize each other's contribution.

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

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employees are inspired to feel proud of
their work and proud of their company.

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Check them out at workproud dot com. With us today is Steve Rush.

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He's the CEO at Improv Consulting.
He's a strategic thinker and futurist. He's

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the host of the Leadership Hacker podcast, the author of The Leadershipcake, a

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recipe for success in leadership, and
a renowned global expert in leadership transformation and

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communication. We'll be talking today about
the unique cake recipe from his book and

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how it can be applied to develop
our own unique and tasty rand of leadership.

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You joined it today from London,
where it is actually I think midnight,

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is that right? It's eleven pm, eleven pm, and you've had

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a very full day. I'm very
good in full day. Thank you for

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joining us today and so I'm delighted
to be delighted to be with you and

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thrilled that we get to literally taste
your recipe for leadership in this in this

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conversation for those of us having close
to him midnight snack, You're perfect,

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exactly perfect. So to get us
started here, I did read your book

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cover to cover, as I'm prone
to do. But those of you who

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don't know much about you, if
we could just get you situated with our

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with our listeners and our viewers.
I think of you as a consultant,

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strategic thinker, futurist author, of
course, But will you share a bit

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about your background so that we don't
where you're coming from and what you're pouring

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yourself into today. Yeah, I
have. I've come to learn over the

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last few weeks of explaining myself to
a number of people that I have a

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career of two thirds and a third. So my first two thirds of my

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career I was in corporate banking and
commercial banking and private banking and grew through

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the leadership hierarchy. And my last
real job, as I like to call

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it, before I do what I
do now, because I don't really see

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what I do now as a real
job, I was running the division of

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a wealth management business for a global
bank as an executive vice president, so

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lots of responsibility, multibillion dollars of
revenue and had a blast, but just

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got bored. So that triggered a
conversation on my boss at the end of

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my year appraisal that ended me asking
for a way out and to do a

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bit of soul searching and ended up
in the world I'm doing now, which

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is the next third of my career, in this chapter of my career,

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which is just helping people become better
at what they do, and that has

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an enormous scope, so everything from
leadership development, coaching, helping people through

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change and transformation, whether it be
a system or process, whether it be

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organizational restructure, and anything and everything
in that space. And that happened purely

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by accident and me just finding out
that actually what I was really good at

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in my corporate world was having great
conversations with people and helping them solve their

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problems. And it wasn't until I
left my corporate world and realized that actually

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I could still do all of that, but I didn't have to worry about

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the corporate hang ups that come with
working in that biship. I was able

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to really true to myself and give
people real candor and honorly and it said

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me, Well, we're nearly ten
years later and had a ball worked all

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over the world splendid. And as
I was saying to you before we came

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on here, let's just quote doctors
sus it should be. It should be

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like that, and we want it
to be like that for a lot of

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people, which is why both of
us do what we do. So I'm

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really happy to share with you.
I'll share you on here with people that

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are listening to this. And of
course today we want to focus on leadership,

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and more and more we're seeing,
especially in this pandemic, the world

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certainly needs leadership. But I want
to understand from your vantage point, because

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everybody has a unique point of entry
or a reason for entry, why is

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developing leader is so important to you? So it's a great question, And

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actually I just want to take us
a step back because leadership for me,

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isn't about a role. It's a
behavior. And quite often I can often

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be guilty of this myself actually in
giving people leadership roles. But actually leadership

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is a behavior, and we see
it in school playgrounds, in schoolyards,

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we see it in you churches,
we see it in community centers, we

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see it all over the place.
And actually, if we start to rethink

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about the role that leadership plays,
it's about the fact that as the right

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behavior is doing the right thing in
the right time and responding in the right

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way doesn't really have to come with
a corporate title. It doesn't have to

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come with an age group either.
In my my son's basketball team, I

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see leadership happening, you know,
with eleven twelve year old kids. So

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this is about just understanding the core
principles about what's doing the right thing.

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And my experience tells me that if
you do the right thing, that's broadly

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what leadership is. M That was
just me definitely worth listening to, Okay,

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and I like that. Actually I
wrote that down. I want to

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use that as a quote when I
when I shared this out with people.

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So here you are. I'm on
It's nice to be maybe I'm maybe it's

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not nice for you, but I
always think it's nice to be on the

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other side of the mic when I'm
on somebody else's show. But for me,

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six years in my show has really
helped me learn a ton about what

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I'm up to, meaning passion,
purpose, while being etc. So I'm

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interested to understand what you have learned
about business and leadership by hosting the Leadership

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Hacker podcast. Sure, yeah,
I think you and I are absolutely blessed,

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aren't we with the opportunity to speak
with so many different people from so

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many different walks of life. I
think I've learned so much in the last

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twelve months. So my podcast is
coming for its twelve twelve month birthday,

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it's first year birthday next week and
fifty five fifty six episodes in and every

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single week I learned. And I
guess the one thing that strikes me is

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that every guest I have on learns
too. And it's that one thing that

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just always strikes me that whatever the
age, whatever the experience, background,

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corporate experiences, et cetera, there
is this real restless curiosity to want to

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continually learn. And that's been the
real kind of theme that kind of strings

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through all of the conversations I've had. That's probably one thing. And the

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other thing that I've learned in anything, it is how much more twelve months

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in now I'm value diversity more I've
everdene. Not just diversity in terms of

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ethnicity and sexual orientation, but diversity
in thought and experience, and I think

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that's the one that we often sometimes
miss out in that whole diversity conversation.

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So one of the things that's interesting
for me, I'll share this because I

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do think that well it is identified
by various people, not just me,

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even this conversation, just the importance
of ongoing learning, especially in today's ever,

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ever changing world in the moment.
It's curious from my village point.

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I'm from my own show. If
you were to look at the three twenty

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episodes that I've hosted, what you
would notice is the unfoldment of my consciousness.

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And so really the things that i'm
because I opt into I only bring

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on people who can advance the conversation
on creating a meaningful workplace, inspirational leadership,

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and business that's done from a stakeholder, capitalistic, thoughtful, conscientious vantage

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point. And so you know,
there's no reason I probably wouldn't wouldn't have

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noticed you say, five years ago, four years ago, three years ago.

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So I'm curious, do you find
that your own attraction to podcast guests

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or or even material is changing in
some particular in particular fashion, Yeah,

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it is. Actually what I think
is really quite stark, is my own

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self development has actually become pushed to
the four and as a result of feeding

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my own curiosity about me and my
growth and my personal growth inspires me to

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want to look for other people who
can also not just enrich my thinking and

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behavior, but if if it will
enrich mind, absolutely, no, rich

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the audience that we serve. And
you know, there's been a number of

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things in the course of the last
twelve months that have really pivoted the way

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I do things for me personally,
from my business as well as my family

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too. And how great is that? So you know, well, and

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you know, for me, what
I always find amazing is when people come

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on my show and they hear that
I actually read their book cover to cover,

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and it's evidenced in the questions I
asked them. They're always kind of

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amazed with that. I'm like,
why wouldn't I read your book or to

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cover? Why wouldn't I do that? You put something out of the world,

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and I frankly want a benefit of
it myself. So same thing with

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your book, which brings me to
my next question. So, well,

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I really appreciated just the craftiness of
your book and just where where where it

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all came from? Maybe before I
get into some of the mechanics, I

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guess I want to start with just
where the idea of where you came up

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with with the analogy of A K. Crespy came from you from your book.

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Sure, so it was he pictured
the scene. I was kind of

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coaching a really left hand brain CFO
who'd become the CEO of a private banking

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organization. You know, he had
zero emotional intelligence, very very highly intelligent

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person understood academically that he needed to
do lots of things and shift lots of

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behaviors, but emotionally, physically couldn't
see it. And it was just really

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wrestling when I tried lots of you
know, psychometric testing to wave under his

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nose and getting to think of himselves
differently, and I just couldn't get that

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emotional shift in him. So that
weekend I'd flown home and my wife has

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a very traditional girl from the North
of England, and we were getting it

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was just the last Sunday before Advent
and traditionally in the North of England they

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mixed a Christmas cake and at that
particular time and my wife was talking to

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me about the Christmas cake and we
have to put a coin in the Christmas

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cake in stir it, so all
the kid to take it in turns to

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stir it. And that was kind
of to give us good luck. And

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she was just talking about the ingredients
that she was going to get that day

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and indim and so she was talking
about, you know, if we've got

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to get this right, and I'm
going to get that balance right, and

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if I don't did this, it's
not going to be a cake. And

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clearly, being the attentive husband wasn't
particularly being all ears and you know,

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I've got one ear on. You
know, I've got to go back on

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Monday and speak to the CEO.
And it was just home epiphany almost of

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that's it. It's about getting the
ingredients in balance. And I remember I

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remember sitting up and saying to her
leadership cake. And she looked at me

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as if to say, what are
you talking about. I said, it's

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a cake, leadership cake. Just
bear with me, and I dashed dashed

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downstairs. I went into the office
and I googled the leadership cake and there

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was nothing there and ingredients in leadership
There was a couple of articles, but

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nothing really that was kind of empowering. So I thought, God, this

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is something here. I'm going to
test this when I go back on Monday.

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So I hopped on a plane on
Monday. We got to do his

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office and we're in our session together
and yeah, and I said to him,

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I said, look, I know
you're going to find this a little

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bit challenging, but I just want
you to think of yourself as a cake.

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And you can you imagine all that
went over? Okay it was I

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said, just human be here.
So do you like cakes? Yeah?

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I like cakes? Okay, so
what about cakes? Do you like?

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Well? I like these things that
he said, Steve, this has got

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nothing to do with me, he
said, it's got everything to do with

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you, because I want you to
think about your leadership and being like a

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cake. If you think of if
we're going to make a cake, we're

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going to need some flour, we're
gonna need some eggs, we're gonna need

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some water, we're gonna need some
sugar. If you think about those things,

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you haven't got any eggs, Colin, you haven't got any sugar.

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Just the mushy thing over here.
And you waid and actually, you know,

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this is all really really brilliant,
but there's just too much of it,

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and what we need to do is
get some of this imbalance so that

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you are constructed like a cake and
sat up in his chain. Okay,

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so what ingredients do I need?
Which then started the conversation which led into

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me doing loads of research around what
are the things that are common across great

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leaders A couple of years later,
Leadership Cake was born. M I love

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the way you've write about it in
the book. It's just splendid. Of

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course I knew that sort of I
wanted you to share it with our listeners

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and our viewers, and I just
what I appreciate that. It's just even

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how you situated, you know,
left brain right brain sort of thing,

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which you also of course address in
your book as well. Super important.

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And so from what I could understand, and let's just cover this piece,

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this first piece, and then we'll
go into the others after the break.

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But you've got this premise, as
I can understand it, of your cake

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model, and that's the E plus
our equals. Oh can you talk about

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that? Yeah, Well, we
all have a cake metaphorically, and in

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order to be thoughtful about our cake, the E plus our equals. Oh,

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is this the effect of whenever we
go through our leadership career, there

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will always be things that we're faced
with. So the events that's the the

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r is the way that we react
to them and owes our outcome. Now,

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we have very little control over our
events that happen, but if we

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want to change the outcomes, the
only thing we can change is the way

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that we react to them. So
if I'm really thoughtful around how I respond,

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how I react, and in doing
so, how I construct, my

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recipe for success will be whether or
not you're ineffective leader or not. I

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just think that it's so incredibly crisp
and clear, which is why I wanted

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to start with that before we got
into the actual ingredients per per se part

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of it, because when you when
you recognize and I think that's exactly it.

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And so then now when you start
to say things like emotional intelligence,

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which of course feeds into how we
react to something, how we choose to

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react, and then with what regard
or from what do we pull from to

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be able to form a reaction.
So crisp and so I thought that was

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a great way for it for us
to start this conversation. What I want

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to do after the break Steve is
talk more in depth about your actual model

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self the ingredients. So let's grab
our first break. I'm Elise Cortez,

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your host. We were on the
air with Steve Rush. He's the CEO

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of Improved Consulting. He is also
a strategic thinker and a futurist. We've

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been talking a bit about where his
interests came from in leadership and how we

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went about creating an approach to addressing
it. After the break, we're going

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to get more into the detail of
the actual model itself and those ingredients.

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Stay with us. We'll be right
back. Doctor Release Cortez is a management

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consultant specializing in meaning and purpose and
inspirational speaker and author. She helps companies

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visioneer for greater purpose among stakeholders and
develop purpose inspired leadership and meaning infused cultures

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that elevate fulfillment, performance, and
commitment within the workforce. To learn more

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or to invite a lease to speak
to your organization, please visit her at

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a lease Cortez dot com. Let's
talk about how to get your employees working

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on purpose. This is working on
purpose with doctor Elise Cortez. To reach

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our program today or open a conversation
with Elise. Send an email to Elise

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

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Thanks for staying with us, and
welcome back to Working on Purpose. I

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wanted to let you know that in
response to some of the inquiries that I've

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been getting about how to help companies
care for their employees as the pandemic continues

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and anxiety, stress, depression,
and feeling disconnected are on the rise in

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the workplace, we have just launched
a well being webinar and learning series to

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nurture and build individuals from the inside
out. If you want to know about

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that, reach out to me via
email. That's the best way, Elise

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at Elise Cortez dot com. If
you're just joining the program. My guest

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is Steve Rush. He's the CEO
and Improved Consulting and a strategic thinker and

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futurist. He's the host of the
Leadership Hacker podcast and the author of Leadership

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Cake. He joins it today from
London. I'm your host, Alice Cortez.

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So let's dive into it, Steve, if we can. Let's if

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you can first, and by the
way, it's always so useful, right

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when you can create some kind of
an acronym that helps readers be able to

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grab and remember what you have.
It's just stunning. I'm working in my

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second book trying to figure that out
myself. So thank you for the model.

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So cake, break it down and
then we'll talk about each one of

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those essential ingredients. What's cake?
So I come up with the idea of

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cake, which was as a result
of the conversation we spoke about earlier.

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But then I set around to do
some research because yeah, it's all very

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well, less creating an acronym and
trying to retrofit some stuff, but actually

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I wanted to make sure that I
understood from great leaders around the world what

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were the things that were common that
everybody had. And actually I come up

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with about five or six different things, and of course it would It just

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happened to work out that the four
things that presented themselves that were most common

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amongst great leaders were communication, authenticity, knowledge, and empathy. And it

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just happens to make cake. So
it kind of worked out quite neat.

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Okay, well, let's let's talk
about each one of them. So you

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know, and I've heard I really
want to emphasize this This is so important

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because I work with a spectrum of
people between of course introversion and extra version,

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and so you talk about obviously the
sea is for communication in the peak

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and so so critically important. And
even last week on the show Steve I

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was on with Robert White and who
also emphasized that that as being one of

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three critical factors that that impact our
performance. And I don't care if you

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know it comes naturally, you're not. You've got to be good at it.

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So bring us into the fauld talk
to us about a communication. So

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communication is absolutely essential in every single
walk of life. If we're if we're

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able to adapt the way that we
communicate to anybody under every situation, we're

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going to be more effective leaders.
So whether it be you're talking to a

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brand new hire or a graduate employee, or another CEO of another organization,

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or a lady down the road,
or a gentleman in the village wherever you

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are, if you're able to adapt
to those individuals styles, tones, commonalities,

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were able to become more like them, and right back through the centuries

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and the generations, we all have
that natural innate association to want to be

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like people like us and Therefore,
the more you're able to adapt your communication

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style, people will understand you.
And the big thing, of course with

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communication is it has to be absolutely
two way. Most organizations, most leaders

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often have a perception that they've communicated, where actually they've probably just cascaded.

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They've sent information, they've done a
broadcast, they've been on a podcast.

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That's not communicating unless you've got some
response in relation to what you've sent out.

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And therefore how you close that loop
as equally as an essential part of

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that communication strategy. So one of
the things that I was thinking about as

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you were saying that, Steve,
is one of one of the many ways

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that I could be described as I've
read energy according to luminous sparks. So

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in other words, very high,
speak fast, I walk fast, you

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know, I think you know.
I like to get things done. I'm

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all about achieving results, et cetera. And what I know listeners and viewers

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is that when I come in,
and it's very easy to ascertain someone someone

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else's energy or their color by watching
how they move and even the first hearing

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the first few sentences from their mouth. If I'm coming in and the technical

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audiences that I'm working with engineer scientists, IE people, A lot of them

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have more bluer energy, so they
want the information. They don't want the

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rapid fire. So I literally I
want to come in hot, and so

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they they where I can connect with
and better is when I dial that energy

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down. I bring my tone down
and bring my energy to a closer to

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their level. And I'm really thoughtful
about what it is that I say,

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and choiceful in my words, economical
in my words, and now I have

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a better way to be able to
communicate. So Steve, that's the way

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I would interpret what you just said
about changing how we communicate. It's a

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really great point because there are loads
of tools that help us do that.

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So whatever young Gian style of assessment
you take, or you like you're just

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understanding how you're naturally going to communicate
is really helpful and how others respond to

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that, so how you can use
different tools and activities. And of course

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most of our communication is nonverbal,
and you know that's really important in the

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world that we're in now, where
we're much more virtual than we've ever been

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before, And how do you tap
into that nonverbal communication? Scientists have told

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us it's about fifty five percent well, most recent studies suggest it could be

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as much as seventy five percent of
our communication is nonverbal, and therefore it's

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not just about what we say and
what we do, is how we use

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other things to help us communicate.
H Well, I think I'm maybe even

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seen a stat that our actual words
use might even account and even only account

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for like seven percent of the something
crazy like that. Maybe that's what's in

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your book. I can't remember.
But now what's important to say next?

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Then? I think since people hearing
what I just said about how I change

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the way that I talk with other
people does not mean that I'm being inauthentic.

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It means that I'm flexing myself so
that I can connect with that person

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meaningfully. So your second ingredient is
a for authenticity. Talk about that one.

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So authenticity is a little bit overplayed. When I read the book about

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five years ago, this was kind
of still relatively upbeaten on the agenda.

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And you know it's been overplayed because
people have a perception now that I can

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just be authentic. Well, no, that's not your choice. Unfortunately,

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you can attempt to be authentic,
but you'll only know that by how people

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respond and react to you, because
all authenticity is just being who you really

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are, and it's not putting on
a guys, it's not trying to mimic

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somebody else. It's not trying to
use other language that you've heard from other

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people. It's just taking the best
of everybody but molding it so that it's

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actually physically manifested by you and it
feels like you. And we have a

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little trigger in our brain that helps
us spot inauthentic behavior, and that's a

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little shift in dopamine in our brain. And typically what happens, of course,

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is we think we're being authentic.
But you know, when somebody is

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telling you they're authentic, that's probably
not a good sign in the first place.

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And I just want to be really
authentic. It is probably not a

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good one to start with. But
equally, when we feel that gut feel,

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it isn't anything to do with our
gut, ironically, it's to do

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with the shift in dopamine. It's
the reward chemical that makes us risk of

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pay attention to what's happening, and
in doing so, when that little shift

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in dopamine takes place, we should
notice that because it's telling us that two

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things could be happening. Either what
that person is telling us is perhaps not

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authentic, or it could be a
bias that we have and it's about what

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in five chance of it being a
complete bias, But we then just need

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to test that. But being authentic
is just if you have to have a

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workout and the home hat, that's
never going to work. This is about

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just you being that consistent you.
And what I was thinking is you're talking

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about that, Steve is is this
is where people can start to expect they

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know what they're going to get with
you because you are You're dependable, You're

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reliable in who you are. They
know, they know who you are and

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what your brand is if you will. So the other thing that you talk

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about in authenticity that we have to
talk about because it's smacks right up my

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alley and you know, I can't
get past this. But I'm going to

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quote this from your book and then
have you comment on it. You say,

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of the leaders that I have worked
with, the ones who have the

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ability and desire to be inspired themselves
also demonstrate the same desire to inspire others

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without fail. Leaders who inspire others
demonstrate a passion and love for whatever it

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is they do. Inspirational people always
display high energy, and it's that energy

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that captures our attention. Yes,
yes, and yes, that's what my

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book is all about. So yes, say more please. Yeah. It's

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just an in factious, isn't it. Yes. You know that when you're

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in the presence of somebody who is
genuinely there because they want to support you,

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and they genuinely have a very low
agenda for themselves, that's just really

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empowering. And what happens as a
result of that is the person who's empowered

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to create that environment feels even more
empowered because other people are responding and reacting

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in a positive way, and it
just becomes a self fulfilling prophecy of energy,

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as I call it, because it
just creates great results in that way.

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I'll add to that and see what
you think about this. I have

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increasingly in my own study, is
Steve, I continue to study a logotherapy.

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I find myself, of course,
study more deeply in meaning and purpose

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and what you what you can't get
away from in those studies is the ongoing

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in the development of consciousness. And
when you start looking down that path,

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what happens is you start to notice
that everybody that's in that path really talks

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about one word all the time,
and it's that word you said. Energy.

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So I really come to believe that
everything is energy, and that we

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as human beings and everything else,
traffic on some level or decibel of energy

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or vibration, if you will.
And so the higher that we vibrate,

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the higher that we work, the
more that we can we tend to be

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pulling up others up and being being
interested in being pulled up by others above

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us. Your thoughts, reactions,
Yeah, so I think somebody pulled up

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the law of attraction. Actually,
it's just the law of energy. And

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if you give out good energy,
what happens is of the people they find

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that and they feel that, and
they feel energy in you. But it

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starts with he doesn't it think it's
beautiful? And so of course the work

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that I do around about nurturing meaning
and purposes, So meaning is really just

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an energy engine, that's what it
is. So that's why I start with

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that as a basis. Yeah.
So third ingredient in your in your model

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K for knowledge talk to us about
knowledge. Yes, so this is a

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really interesting one. So when I
started doing some research, there are so

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many great leaders who possess great knowledge
but can't lead. And the reason they

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can't leaders because this ingredient seems to
be overplayed in their cake. And you

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know, it could be technical specialists
or you know, have worked through the

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hierarchy of the organization have become the
font of all knowledge. And what I

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found through my research is that most
organizations where they have very technically gifted,

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very very technically gifted leaders, tend
not to have as an effective and an

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00:27:37.720 --> 00:27:45.079
organized workforce, Whereas where they had
less academically educated entrepreneurs leading those businesses,

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what you then saw as a very
different energy in the workforce. So it

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led me on this path to discover
what was really going on. And what

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I found that knowledge is only power
if you share that all the way through

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all of your organization. And there
is this old adage that knowledge is power.

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I just don't buy it anymore.
Through my experience and my conversations and

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my work, what I've found is
that knowledge can only be powerful if it's

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disseminated through the organization, if it's
shared and communicated as quickly as it possibly

404
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can so that everybody gets to grow
and learn as everybody should. That is

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00:28:22.160 --> 00:28:26.759
beautifully articulated articulated. The other thing
that I think I remember you saying too

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about knowledge and tell me if I
dreamt this or got it someplace else.

407
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But I think you also said something
about it's important for leaders to be able

408
00:28:33.440 --> 00:28:37.440
to know enough about the general space
of the people that they're working with so

409
00:28:37.480 --> 00:28:41.359
that they can appreciate the work that
they're actually doing. Yeah, you're absolutely

410
00:28:41.400 --> 00:28:45.720
right. So there's a danger,
isn't there becoming too knowledgeable? And I

411
00:28:45.759 --> 00:28:48.559
know that sounds a bit almost noxy
more on, a little bit cliche,

412
00:28:48.640 --> 00:28:52.880
But if you knew too much about
the business that you were leading, then

413
00:28:53.039 --> 00:28:56.960
two things are happening when you're not
being curious enough to find new things you

414
00:28:56.960 --> 00:29:00.599
don't know about. And secondly,
what happens is uncle anxiously you stop asking

415
00:29:00.759 --> 00:29:06.400
those curious questions because you know the
answers. And therefore it's how you create

416
00:29:06.440 --> 00:29:11.960
the space to keep evolving and keep
growing, so that knowledge becomes that continuum

417
00:29:11.000 --> 00:29:15.440
and that growth that you have that
allows you to keep fresh and keep asking

418
00:29:15.720 --> 00:29:19.400
the right questions at the right times. We are two pies in a pod.

419
00:29:19.759 --> 00:29:25.440
I am constantly talking with my clients
about the importance of cultivating curiosity and

420
00:29:25.480 --> 00:29:29.559
employing curiosity, because there's always that
concern, well what if people think I

421
00:29:29.559 --> 00:29:30.720
don't know what I'm talking about?
I don't know, I should know.

422
00:29:30.759 --> 00:29:34.039
I'm the leader. Well why would
you be expected to know everything? Why

423
00:29:34.039 --> 00:29:38.440
can't you come in with you know, smelling of curiosity or smelling with curiosity

424
00:29:38.759 --> 00:29:41.680
and lead with that. And so
I see it's something very similar. So

425
00:29:42.039 --> 00:29:45.880
that's right, right, all right. So the last part of the cake

426
00:29:45.960 --> 00:29:51.039
here in terms of its foundation new
way is E for empathy. Yeah,

427
00:29:51.400 --> 00:29:53.799
so it's kind of well trodden,
this isn't it, but still people get

428
00:29:53.799 --> 00:29:59.559
it wrong. And this is about
really just being in the service of the

429
00:29:59.559 --> 00:30:04.960
people you work for and understanding from
many perspectives, how it really feels like,

430
00:30:06.599 --> 00:30:10.680
what it really looks like, how
it really experienced things. And I

431
00:30:11.079 --> 00:30:12.880
use this as a kind of egg
metaphor in my cake. It's the one

432
00:30:12.920 --> 00:30:18.519
that binds the others together, because
without you truly really understanding what it is

433
00:30:18.519 --> 00:30:23.279
like for the people that work with
you, then you're likely to make a

434
00:30:23.400 --> 00:30:27.599
poorly, poorly formed decisions, and
you're likely to not make them the most

435
00:30:27.599 --> 00:30:33.519
effective decisions and conversations. So it's
for me it's the one that binds everything

436
00:30:33.559 --> 00:30:40.240
together. You just reminded me of
just and this will speak to the how

437
00:30:40.279 --> 00:30:44.920
it is that we react to events
or people or situations. And this is

438
00:30:44.920 --> 00:30:48.359
probably my least favorite phrase that's probably
ever been uttered in the world. Well,

439
00:30:48.440 --> 00:30:52.279
the fact of the matter is what
is the fact of the matter?

440
00:30:52.960 --> 00:30:57.680
Usually almost uttered in some kind of
a disagreement, and it's their fighting words,

441
00:30:57.920 --> 00:31:02.599
and they are they just they ignite
the ire. So those of you

442
00:31:02.720 --> 00:31:04.240
listening, if you have this in
your life where this is a go to

443
00:31:04.359 --> 00:31:07.480
phrase for us, for you,
I've really encouraged you to revisit that.

444
00:31:08.400 --> 00:31:11.160
Yeah. So this notion of empathy
and of course, as you use the

445
00:31:11.240 --> 00:31:17.000
other phrase before, emotional intelligence is
so so so important and really boundless in

446
00:31:17.359 --> 00:31:21.359
our ability to cultivate that in our
lives and our work. Yeah, it's

447
00:31:21.440 --> 00:31:23.440
easy to say, isn't it.
I need to be more empathetic. But

448
00:31:25.359 --> 00:31:30.079
you don't see many courses on empathy. You don't see this is a learned

449
00:31:30.119 --> 00:31:33.440
behavior, by the way that we
all have to learn. Very few people

450
00:31:33.480 --> 00:31:38.960
are naturally empathetic, and we have
those colored energies that you talked about that

451
00:31:40.000 --> 00:31:42.519
we're coded in a certain way.
Through our belief systems and the values and

452
00:31:42.519 --> 00:31:48.279
our upbringings and our experiences, and
some of them drive us toward empathy,

453
00:31:48.319 --> 00:31:51.279
and some of them drive us away
from empathy. But it's just noticing where

454
00:31:51.319 --> 00:31:53.440
you are at one point in time
and recognizing that without empathy, you're going

455
00:31:53.440 --> 00:31:57.359
to be less effective. Beautifully said, and a great way to take us

456
00:31:57.359 --> 00:32:00.480
into our last break. I'm doctor
Aleis Cortez, your host. We've been

457
00:32:00.480 --> 00:32:04.519
in there with Steve Rush, who
is the CEO at Improved Consulting. He's

458
00:32:04.559 --> 00:32:07.279
also a strategic thinker and a futurist. We've been talking about the chief ingredients

459
00:32:07.319 --> 00:32:09.920
of his cake model. After WREK, we're going to talk about how to

460
00:32:09.920 --> 00:32:15.319
really employ those to create your own
leadership tastes and be memorable. Stay with

461
00:32:15.400 --> 00:32:20.640
us, we'll be right back.
Doctor release Cortez is a management consultant specializing

462
00:32:20.640 --> 00:32:25.039
in meaning and purpose and inspirational speaker
and author. She helps companies visioneer for

463
00:32:25.160 --> 00:32:32.279
greater purpose among stakeholders and develop purpose
inspired leadership and meaning infused cultures that elevate

464
00:32:32.359 --> 00:32:37.839
fulfillment, performance, and commitment within
the workforce. To learn more or to

465
00:32:37.920 --> 00:32:42.640
invite a lease to speak to your
organization, please visit her at a Lease

466
00:32:42.759 --> 00:32:46.440
Cortez dot com. Let's talk about
how to get your employees working on purpose.

467
00:32:53.599 --> 00:32:58.920
This is working on Purpose with doctor
Release Cortez. To reach our program

468
00:32:58.960 --> 00:33:04.960
today or open a conversation with Elise
and send an email to Elise ali Se

469
00:33:05.079 --> 00:33:15.480
at Elise Cortez dot com. Now
back to working on purpose. Thanks for

470
00:33:15.480 --> 00:33:19.680
staying with us, and welcome back
to working on Purpose. I wanted to

471
00:33:19.759 --> 00:33:22.119
let you know if you didn't know
this, I am a new mother to

472
00:33:22.319 --> 00:33:25.359
a new being. I had a
baby in the pandemic. It's not what

473
00:33:25.440 --> 00:33:30.079
you think though. It's a book. It's called Purpose Ignited, How inspiring

474
00:33:30.160 --> 00:33:35.319
Leaders unleash passion and elevate cause.
And I really wrote it to awakened passion

475
00:33:35.319 --> 00:33:38.240
and purpose in the readers and help
them become and transform into inspiring leaders that

476
00:33:38.359 --> 00:33:42.960
create the workplaces where people can actually
thrive. So that is my baby.

477
00:33:42.960 --> 00:33:45.400
I would love for you to read
it and love your feedback about it as

478
00:33:45.400 --> 00:33:49.039
well. It's on Amazon if you're
just joining us. My guest is Steve

479
00:33:49.119 --> 00:33:52.920
Rush. He is the CEO of
Improved Consulting. He joins us from London

480
00:33:52.920 --> 00:33:54.960
today where it's almost now midnight.
So I applaud him for still staying up

481
00:33:55.000 --> 00:34:00.400
with us. He's also the host
of the Leadership Hacker podcast and the author

482
00:34:00.440 --> 00:34:04.039
of the book called Leadership Cake.
I'm your host, doctor Leice Cortaz.

483
00:34:04.400 --> 00:34:07.119
Okay, so let's get into this
next piece that I really find I'm sorry,

484
00:34:07.119 --> 00:34:09.480
there's no other better way to say
it. And this is my word

485
00:34:09.519 --> 00:34:14.320
that people know me for, yummy. Right. I love the idea of

486
00:34:14.719 --> 00:34:17.599
developing the taste of your cake.
You know those what is it? Chocolate?

487
00:34:17.639 --> 00:34:20.800
Is it? Strawberry? Cherry is
my favorite, by the way,

488
00:34:20.840 --> 00:34:23.360
So talk to us about this idea
of developing the taste of your cake.

489
00:34:24.199 --> 00:34:29.440
So we talked about the essential ingredients, which are communication, authenticity, knowledge,

490
00:34:29.440 --> 00:34:31.719
and empathy. But they're not the
only ingredients. You know, you

491
00:34:31.840 --> 00:34:35.840
end up with a good sponge at
the end of that, and then,

492
00:34:35.880 --> 00:34:39.199
of course you need to adjust your
cake according to taste. And metaphorically,

493
00:34:39.199 --> 00:34:43.719
what that really means is that,
depending on your environment, depending on the

494
00:34:43.719 --> 00:34:46.800
people you work with, you're going
to need a spoonful of extra ingredients here

495
00:34:46.840 --> 00:34:52.159
and there, and that will range
of anything from humility and integrity, and

496
00:34:52.239 --> 00:34:55.400
you can spludge a few other things
together, but you will only know based

497
00:34:55.440 --> 00:34:59.800
on how people can assume your cake. So I use the kind of metaphor

498
00:35:00.360 --> 00:35:02.480
if you had a big, thick
whipped cream filling, that's kind of your

499
00:35:02.480 --> 00:35:07.960
personal development. So the thicker and
creamier your whipped cream filling is, the

500
00:35:07.119 --> 00:35:13.039
more likely people are going to consume
your cake because in doing so, you're

501
00:35:13.079 --> 00:35:15.679
going to share in your knowledge,
in your development, and you're learning with

502
00:35:15.719 --> 00:35:21.199
those people. And if you think
about when we enter a bakestore, we

503
00:35:21.320 --> 00:35:23.800
look with our eyes, don't we, And when we got to choose,

504
00:35:23.840 --> 00:35:27.880
you know, you know, what's
the flavor of the month. If we

505
00:35:28.039 --> 00:35:30.920
chose a cake that had, you
know, the tiniest thin layer of butter

506
00:35:31.119 --> 00:35:36.480
or maybe no jelly in there,
but we've got this one next to it

507
00:35:36.519 --> 00:35:38.400
that is pumped full of cream,
our eyes are going to be drawn to

508
00:35:38.400 --> 00:35:43.000
it because it tells us that there's
something more in there. And that's the

509
00:35:43.000 --> 00:35:45.239
whole premise of you know, if
you're going to be in effectively, it

510
00:35:45.239 --> 00:35:49.639
just doesn't stop when you bake your
sponge cake. But you've got to then

511
00:35:49.760 --> 00:35:54.159
start thinking about adding in different ingredients
and modifying your recipe over time to the

512
00:35:54.159 --> 00:36:00.840
audience you work with. I love
that and you know, I also think

513
00:36:00.880 --> 00:36:02.239
what's interesting about that? And I'm
not sure if if I want you,

514
00:36:02.599 --> 00:36:06.800
I do want you to distinguish how
that is different from the icing on the

515
00:36:06.880 --> 00:36:08.920
cake, and then and then I'll
wait and go for it. So the

516
00:36:08.960 --> 00:36:14.159
ice and the cake is again if
we look about for eyes, well,

517
00:36:14.599 --> 00:36:17.719
this is the kind of metaphor from
what a distilled down to being brand or

518
00:36:17.760 --> 00:36:22.000
your leadership brand. In exactly the
same way, you can look into a

519
00:36:22.039 --> 00:36:25.760
cake store. You can see a
beautifully well iced cake and it looks amazing.

520
00:36:27.400 --> 00:36:30.880
You get it home, you cut
into it, and there's this giovy

521
00:36:30.960 --> 00:36:34.119
mess in there. So you can
have, you know, the great suits,

522
00:36:34.199 --> 00:36:37.719
you can have the great watches,
you can have the great collateral that

523
00:36:37.760 --> 00:36:42.760
makes you look like a leader.
But if your essential ingredients in your whip

524
00:36:42.840 --> 00:36:46.119
cream feelings not there, it's going
to taste pretty yucky. Conversely, there's

525
00:36:46.119 --> 00:36:50.880
people who are really missing the point
here around how they can promote their own

526
00:36:50.960 --> 00:36:54.960
self worth in their leadership careers and
then their personal careers by making sure that

527
00:36:55.000 --> 00:37:00.960
their icing is congruent with what they've
built. So all these wonderful, yummy

528
00:37:00.000 --> 00:37:04.719
feelings are all present, but just
nobody gets to see it. Or experience

529
00:37:04.760 --> 00:37:09.000
it, and therefore it's how we
can market ourselves and present ourselves and how

530
00:37:09.039 --> 00:37:15.000
we can grow so that we've become
more appeating to other people. Well,

531
00:37:15.000 --> 00:37:20.519
and that gets us to what I
think is just delightful about your Your metaphor

532
00:37:20.559 --> 00:37:23.559
just carries so beautifully at the notion
of the taste that we actually leave in

533
00:37:24.400 --> 00:37:27.880
the mouth and the people that we
lead, which, of course I think

534
00:37:27.880 --> 00:37:30.239
you refer to as legacy. Yeah, so talk to us a bit about

535
00:37:30.320 --> 00:37:36.400
that notion of this this taste that
we leave behind. So it's really interesting

536
00:37:36.480 --> 00:37:38.719
when we look back over our careers, there will be people that we've worked

537
00:37:38.719 --> 00:37:42.519
with who we would be able to
recall in an instant, who are just

538
00:37:42.599 --> 00:37:47.679
great leaders will know how it made
us feel and the warmth and the joy

539
00:37:47.719 --> 00:37:52.519
it felt to work with those people, and that's legacy. But equally,

540
00:37:52.519 --> 00:37:55.920
we'll have some memories I'm sure that
throughout our careers of people who we just

541
00:37:55.920 --> 00:38:01.239
want to avoid, who don't share
the same use and who would have maybe

542
00:38:01.280 --> 00:38:05.760
left a really bitter taste in our
mouth. And that's what I can refer

543
00:38:05.840 --> 00:38:10.159
to as what leadership cakes legacy is. It's around if your cake is has

544
00:38:10.159 --> 00:38:15.320
the essential ingredients. It's well constructed, You've added to it and adopted it

545
00:38:15.480 --> 00:38:19.800
over time. You know you say
you do, and what you say and

546
00:38:19.840 --> 00:38:22.000
do looks exactly what it should do. You're going to leave a great legacy

547
00:38:22.039 --> 00:38:25.760
behind. Conversely, if it's a
bit gooey and maggie, then you'll also

548
00:38:25.840 --> 00:38:29.880
leave a legacy, but it won't
be the one that you're anticipating. It'll

549
00:38:29.920 --> 00:38:31.559
be the one that you look back
over in time and say, I want

550
00:38:31.559 --> 00:38:36.960
to avoid that leader. I think
that is so accessible, Steve. Again,

551
00:38:37.000 --> 00:38:39.480
what I really appreciate about your work
is is that it's so accessible.

552
00:38:39.480 --> 00:38:44.119
In fact, if I know it's
been transfered into many different languages, how

553
00:38:44.159 --> 00:38:52.840
many different languages, so it's in
Japan, China, career that is splendid.

554
00:38:52.880 --> 00:38:54.679
I mean again, that just says
something about what you've done in the

555
00:38:54.679 --> 00:38:58.480
world, and I really applaud that. And there's something about being able to

556
00:38:58.480 --> 00:39:00.559
make it accessible like that. So
to me, when you I've never thought

557
00:39:00.559 --> 00:39:04.280
about the idea of what taste am
I leaving it in someone's mouth. I

558
00:39:04.320 --> 00:39:07.119
always think about the energy piece.
But if I'm going to go taste,

559
00:39:07.159 --> 00:39:13.800
I'm going dark chocolate, memorable,
intense, and inspiring. That's my that's

560
00:39:13.880 --> 00:39:15.519
that's going to be the taste that
I want to leave behind. And we

561
00:39:15.599 --> 00:39:20.119
actually even use that metaphor and consciously
don't we that they've left a bitter taste

562
00:39:20.159 --> 00:39:23.159
in our mouths? That kind of
whole premise, isn't it. M I

563
00:39:23.239 --> 00:39:27.519
just think it's just divine And to
your point, you know, there are

564
00:39:27.599 --> 00:39:32.320
people that we can all conjure in
our minds that are really not maybe not

565
00:39:32.400 --> 00:39:37.800
effective leaders, or they certainly have
left a negative taste in our mouth.

566
00:39:37.840 --> 00:39:40.280
And so one of the things that
you're write in your book and I completely

567
00:39:40.320 --> 00:39:45.119
agree with, is you remind us
that it's important to remember that we can

568
00:39:45.199 --> 00:39:49.760
learn a lot from or leaders and
their ineffective approaches as long as we as

569
00:39:49.800 --> 00:39:52.480
we process that experience by asking ourselves, what did I learn from that experience?

570
00:39:52.800 --> 00:39:58.880
Definitely, so yeah, I think
even more so in those moments where

571
00:39:59.000 --> 00:40:04.599
we are in that moment probably feeling
pretty terrible about the experience. It's again

572
00:40:04.639 --> 00:40:07.519
that the plus r equal though,
it's how we react to the event that

573
00:40:07.679 --> 00:40:14.719
gives us a really positive learning outcome. And I definitely want to revisit a

574
00:40:14.760 --> 00:40:17.199
conversation that smacks right to this that
I had a few weeks ago with Tim

575
00:40:17.280 --> 00:40:22.639
Spice. Spicer, I asked him
why he was so rivetted on this notion

576
00:40:22.679 --> 00:40:29.440
of followership within the leadership vein,
and he got so beautifully thoughtful and contemplative,

577
00:40:29.480 --> 00:40:31.199
and he just went to a spot
in his life and he said,

578
00:40:31.199 --> 00:40:36.440
you know, I remember when I
worked for an awful leader. And let

579
00:40:36.440 --> 00:40:38.719
me tell you how I know this
person was an awful leader because I would

580
00:40:38.760 --> 00:40:43.800
come home and I would then unload
on my wife for two hours every night

581
00:40:44.079 --> 00:40:46.320
about my experience and how bad it
was. And this poor woman sat there

582
00:40:46.320 --> 00:40:50.679
and listened to this and supported me
through all this. But this went on

583
00:40:50.800 --> 00:40:54.039
for more than a year, and
it was caustic and negative and awful.

584
00:40:54.039 --> 00:40:59.480
And I think about all of those
hours that we wasted dealing with the you

585
00:40:59.519 --> 00:41:02.719
know, the rapnel of this leader. And so he said, that's why

586
00:41:02.840 --> 00:41:07.440
I really started down the path of
creating great leaders because I wanted I wanted

587
00:41:07.480 --> 00:41:13.400
them to I wanted to avoid that
problem happening anywhere in our communities. Isn't

588
00:41:13.400 --> 00:41:16.800
that beautiful? That's lovely great words? Yeah, yeah, And so so

589
00:41:16.920 --> 00:41:20.199
you know, I when I in
my research, I've done a lot of

590
00:41:20.199 --> 00:41:22.639
work around meaning and work and identity
and of course around the leadership as well.

591
00:41:23.239 --> 00:41:27.880
And one of the things that I
came up with as really that showed

592
00:41:27.920 --> 00:41:31.119
up large in my research is what
I come to call the anti role model.

593
00:41:31.800 --> 00:41:35.679
Yeah right, so this is thank
you for showing me exactly what I

594
00:41:35.719 --> 00:41:38.199
don't want to be. Got it
writ large, beautiful example. I'm going

595
00:41:38.239 --> 00:41:40.719
the other direction, right, They
can be, as you say in your

596
00:41:40.719 --> 00:41:44.960
book, so just as important as
someone who shows us the actual way.

597
00:41:45.719 --> 00:41:50.079
And the reason that happens, of
course, is that it leaved quite an

598
00:41:50.079 --> 00:41:55.360
omitive feeling to Sometimes it's harder to
recall the good times, it's sometimes easy

599
00:41:55.360 --> 00:42:00.239
to recall the bad times because it's
left that emotional next gative connection with us.

600
00:42:00.840 --> 00:42:06.920
And it's how you reframe that negative
experience being a positive learning that will

601
00:42:06.960 --> 00:42:10.039
make the difference. Yeah. Yeah. And the other thing that I've really

602
00:42:10.039 --> 00:42:13.599
come to, Steve, and this
will speak to the E and your cake

603
00:42:13.760 --> 00:42:15.840
is is just really recognizing and this
is I would offer this to all of

604
00:42:15.880 --> 00:42:20.199
you listening and watching, is you
know, we're all in this journey at

605
00:42:20.239 --> 00:42:22.199
our own pace. We're all trying
to learn and become the best versions of

606
00:42:22.199 --> 00:42:25.159
ourselves, and we are we are
absolutely going to get it wrong some of

607
00:42:25.199 --> 00:42:30.000
the time, and so being able
to practice a little humility in this and

608
00:42:30.079 --> 00:42:35.400
certainly recognize that others do make mistakes
and certainly leaders do as well. And

609
00:42:36.079 --> 00:42:39.000
the other thing that I would absolutely
say is leaders also need feedback, and

610
00:42:39.719 --> 00:42:44.360
helping them understand just how they're showing
up to us can be extremely useful.

611
00:42:44.400 --> 00:42:47.239
They may not recognize, like I
oftentimes don't recognize that I come in the

612
00:42:47.320 --> 00:42:51.559
room blowing people's hair back. They're
like, of course, as could you

613
00:42:51.559 --> 00:42:53.800
just kind of tone it down just
a little bit, But that's just my

614
00:42:54.079 --> 00:42:58.480
energy. I love that. So
it's just so important that we recognize that

615
00:42:58.480 --> 00:43:01.079
we can help our leaders become better
versions of themselves too through the feedback we

616
00:43:01.119 --> 00:43:05.000
give them. I think that's really
great words. And what have come to

617
00:43:05.039 --> 00:43:08.519
notice too, Alis is that most
people don't turn up to screw up,

618
00:43:09.360 --> 00:43:14.599
genuinely turn up to genuinely, with
their best intentions, do the best they

619
00:43:14.599 --> 00:43:17.679
can. Very few people, in
my experience, turn up to really be

620
00:43:19.280 --> 00:43:22.559
a caustic or get in the way, but by default or just lack of

621
00:43:22.760 --> 00:43:28.079
awareness or lack of preparation and thought, they do screw up. And it's

622
00:43:28.159 --> 00:43:31.400
important that as part of that leadership
responsibility that doesn't come with roll or title,

623
00:43:32.039 --> 00:43:36.880
that we let them understand the impact
that they're having to us and the

624
00:43:36.880 --> 00:43:39.679
people around us so that they can
change well. And this is why I

625
00:43:39.760 --> 00:43:43.639
think you and I both do the
work that we do. We all,

626
00:43:43.679 --> 00:43:46.440
everybody needs help, and we all
can benefit from having the mirror put up

627
00:43:46.440 --> 00:43:51.480
in front of us in terms of
how we're behaving and what is our is

628
00:43:51.480 --> 00:43:53.360
our what is our mindset that's governing
us that we don't really understand. It's

629
00:43:53.400 --> 00:43:57.480
not conscious, but it's governing us. This is why it's so important to

630
00:43:57.480 --> 00:44:00.880
be able to be steward on a
journey of growth. And of course why

631
00:44:00.920 --> 00:44:04.599
I know I love doing the work. There's nothing better than watching the molecules

632
00:44:04.599 --> 00:44:07.280
of someone change right in front of
my eyes as they get in our heart

633
00:44:07.360 --> 00:44:13.440
or learn something right, exactly right. So here we are close to the

634
00:44:13.519 --> 00:44:15.639
end of the show already, Steve, So I want I'd love for you

635
00:44:15.719 --> 00:44:20.119
to weigh in what kind of leadership
does the world need today? Do you

636
00:44:20.159 --> 00:44:25.880
think here we are a year in
the Pandemic's Yeah, it's really really interesting

637
00:44:25.920 --> 00:44:30.360
when you ask that question, because
I'm not sure we know yet. And

638
00:44:30.400 --> 00:44:34.119
the reason I'm not sure we know
yet is because I don't think we know

639
00:44:34.639 --> 00:44:37.920
what the future looks like. And
therefore the leadership we need needs to be

640
00:44:38.039 --> 00:44:42.280
thoughtful, and it needs to be
current, and that's all it needs to

641
00:44:42.280 --> 00:44:45.079
be right now. And if you
are in the moment and you're leading in

642
00:44:45.119 --> 00:44:49.239
the now, then you don't have
to worry about what's going to happen in

643
00:44:49.280 --> 00:44:52.280
the future. And what happens is
we get distracted sometimes. Why by having

644
00:44:52.320 --> 00:44:57.760
this great strategy of twenty twenty eight
and you know I need to do strategic

645
00:44:57.880 --> 00:45:00.280
thinking, Well, yeah, sure, we need to have a lend that

646
00:45:00.400 --> 00:45:04.199
gives us that awareness. But now
is where you need to be present,

647
00:45:04.320 --> 00:45:07.639
because now is what people need you. And let me echo that. That

648
00:45:07.760 --> 00:45:10.679
is just beautiful, Steve, What
a great way to answer that question.

649
00:45:10.760 --> 00:45:14.360
The other thing is what I would
say is and this still that's happening in

650
00:45:14.360 --> 00:45:15.559
some of the companies that I'm working
for, as I'm hearing from some of

651
00:45:15.559 --> 00:45:19.679
the people that they don't they can't
find their leader. Where's I don't know

652
00:45:19.719 --> 00:45:23.079
where my leader is. So being
visible being able to because it certainly is

653
00:45:23.119 --> 00:45:28.639
difficult, very difficult to probably the
most difficult time to be a leader today

654
00:45:29.039 --> 00:45:35.920
and the most profound contribution to be
so as well. Yeah, so your

655
00:45:36.239 --> 00:45:38.639
final thoughts here, Steve, knowing
that this show is listened to by people

656
00:45:38.679 --> 00:45:43.519
across the globe and it really is
designed to be able to help generate and

657
00:45:44.239 --> 00:45:49.239
advance the conversation on creating workplaces where
people can thrive and leaders that inspire them

658
00:45:49.280 --> 00:45:52.480
to do their best and do their
business at the highest level. What would

659
00:45:52.480 --> 00:45:54.840
you like to leave them with today? So my kind of final thoughts and

660
00:45:54.880 --> 00:45:59.599
reflections are that you know, there's
never been a better time to learn about

661
00:45:59.639 --> 00:46:04.119
you and for you to be fit
and physically fit, mentally fit, so

662
00:46:04.159 --> 00:46:07.960
that when you show up, the
people who consume your leadership do so knowing

663
00:46:08.039 --> 00:46:13.039
that it's coming from a great place. And I come to that conclusion because

664
00:46:13.159 --> 00:46:16.519
this last twelve months for me personally
in our business, it's been really tough.

665
00:46:16.559 --> 00:46:20.920
We've had to really pivot, as
many many businesses have done. And

666
00:46:21.239 --> 00:46:24.159
what I've come to learn more in
the last twelve months is that kind of

667
00:46:24.280 --> 00:46:29.960
self love, self attention is where
it starts. And therefore, before you

668
00:46:30.239 --> 00:46:34.320
set out on your conquering the world
journey, you need to conquer you and

669
00:46:34.360 --> 00:46:38.039
that starts with having really good morning
routines, good sleep routines, and being

670
00:46:38.079 --> 00:46:42.960
physically and mentally fit. In doing
so, when you show up, you're

671
00:46:43.159 --> 00:46:45.880
much more likely to be able to
conquer whatever your company and your team throat.

672
00:46:47.199 --> 00:46:51.239
Beautiful way to finish. Then,
I completely agree with that. I'm

673
00:46:51.280 --> 00:46:53.920
so grateful that we found each other. Thanks for being on the Turce program.

674
00:46:54.039 --> 00:46:58.559
Yeah, and remember, like I
said, my friend Sherry ell at

675
00:46:58.559 --> 00:47:00.280
Eurie is moving to each London and
I will come and visit her and then

676
00:47:00.280 --> 00:47:04.800
I'm gonna come knock on your door. So and we are eating. So

677
00:47:04.920 --> 00:47:07.039
thank you for that. Listeners and
viewers. If you want to learn more

678
00:47:07.039 --> 00:47:12.679
about Steve Rush, his Leadership cakebook, his Leadership Hacker podcast, or any

679
00:47:12.679 --> 00:47:14.639
of the work that he and his
team are doing, best way to start

680
00:47:14.719 --> 00:47:17.039
is this website. It's Improved Consulting
dot com. Let me spell that for

681
00:47:17.079 --> 00:47:22.880
you. It's impr oo v Consulting
dot com. No E after the V.

682
00:47:23.960 --> 00:47:28.000
And thanks again to our partnering Responsor
work Proud, which helps companies build

683
00:47:28.000 --> 00:47:30.639
a platform where your workforce receives meaningful
feedback and thanks for their work from people

684
00:47:30.679 --> 00:47:34.599
across your company. Last week,
If you missed the live show, you

685
00:47:34.599 --> 00:47:37.480
can always catch a v recorded podcast. We are on there the Robert White,

686
00:47:37.559 --> 00:47:39.880
who has devoted half a center of
his life helping one point three million

687
00:47:39.880 --> 00:47:45.920
people transform their lives. Incredibly empowerful
conversation we had. Next week, we'll

688
00:47:45.920 --> 00:47:50.159
be on the air with Boclandro talking
about her book Do Good Work at Work.

689
00:47:50.679 --> 00:47:53.079
How simple acts of social purpose strive
success and well being. See you

690
00:47:53.119 --> 00:47:55.679
there. Remember that works at least
a third of a live So let's work

691
00:47:55.679 --> 00:48:05.519
on Purpose. We hope you've enjoyed
this week's program. Be sure to tune

692
00:48:05.559 --> 00:48:09.000
in too. Working on Purpose featuring
your host, Doctor Elise Cortez, each

693
00:48:09.000 --> 00:48:15.599
week on the Voice America Empowerment Channel. Together we'll create a world where business

694
00:48:15.639 --> 00:48:22.840
operates conscientiously, leadership inspires impassioned performance, and employees are fulfilled in work that

695
00:48:22.920 --> 00:48:28.440
provides the meaning and purpose they crave. See you there, Let's work on Purpose.