July 15, 2025

What Matters Most: The Hidden Power of Proving You Matter

What Matters Most: The Hidden Power of Proving You Matter
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"We don’t need more programs. We need more proof. When people see the difference they’re making, they don’t burn out. They burn bright,” says Wendy Lipton-Dibner. Even the most mission-driven organizations can miss one essential truth: people aren’t just working for a paycheck or even a purpose—they’re yearning for proof that their time, talent, and care are making a real difference. In this conversation, we consider what if showed people the transformation they’re creating?

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The topics and opinions express in the following show are

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solely those of the hosts and their guests and not

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those of W FOURCY Radio. It's employees are affiliates. We

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or products mentioned on air or on our web. No

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comments should be directed to those show hosts. Thank you

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for choosing W FOURCY Radio.

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What's working on Purpose? Anyway? Each week we ponder the

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answer to this question. People ache for meaning and purpose

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at work, to contribute their talents passionately and know their

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lives really matter. They crave being part of an organization

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that inspires them and helps them grow into realizing their

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highest potential. Business can be such a force for good

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in the world, elevating humanity. In our program, we provide

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guidance and inspiration to help usher in this world we

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all want Working on Purpose. Now, here's your host, doctor

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Elise Cortes.

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Welcome back to the Working on Purpose program, which has

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been brought to you with passion and price since February

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of twenty fifteen. Thanks for juning again this week. Great

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to have you. I'm your host, doctor Earlescoretes. If we

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have not met before and you don't know me, I'm

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a workforce advisor, organizational psychologist, management consultant, local therapist, speaker

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and author, and my team and I at Gusto now

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help companies to enliven and fortify their operations by building

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it a dynamic, high performance culture, inspirational leadership and nurtery

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managers activated by meaning and purpose. Many organizations are not

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aware of how critical it is to invest in developing

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their leaders and managers not just for their own effectiveness,

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but also to avoid burnout to keep them fulfilled, but

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also so that they can measure and monitor the purpose

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experience of their organization to keep it working as an

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operational imperative. You can learn more about us and how

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we can work together at gustodeshnau dot com or my

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personal site at Leascortes dot com. Getting today's program we

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have with us today Wendy Lipton Dibner. She's the president,

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founder and CEO of profession Impact, Inc. She is the

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developer of organizational impact strategy, the inventor of the real

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world Impact Metrics and the creator of the Companion app.

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She has helped thousands of enterprise, healthcare, and small businesses,

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as well as nonprofits, increased team effectiveness and revenue as

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direct result of making a measurable difference to people's lives.

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She's the author of What Matters Matters Most. How leaders

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build impassion, engagement, unrivaled loyalty, and boundless growth by measuring

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real world impact, which we'll be talking about today, and

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situating how organizations can increase profitability by maximizing and capitalizing

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on the real world impact they create for all stakeholders. Wendy,

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welcome to Working on Purpose.

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Thank you, Lisa. I'm so happy to finally see you.

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This is great, It is so great.

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Thanks for waiting for me. Let'sen thank forwards. We're having

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a little few technical troubles there for so forgive me.

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I'm on my phone today, so I'm a little smaller

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maybe to you, but just as large an impacting message,

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I hope. So, Wendy, let's just first by celebrating this

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beautiful thing you put in the world, this gorgeous book

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you created.

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Thank you, nat, thank you, thank you never.

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Never tire of celebrating my guest books on air. Wendy

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so really really loved the read, got so much out

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of it. Excited to share with our listeners and viewers

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just what you came up with, just because we may

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have to go a little bit shorter on the show,

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just that if you could do just a little short introduction.

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You know you're a social scientist, as am. I been

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doing organizational strategy for many, many years. Why did you

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write this book? Aren't you busy enough?

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I don't think I could ever be busy enough. I

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love this stuff. Okay, here's the short. So forty years ago,

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I was invited to present some research at the US

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Senate on a hospital and evaluation. It was a magnificent opportunity.

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We all went to the Senate, I did my presentation.

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I was very very young, and I was so excited,

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and then they asked me a bunch of questions, and

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then after the question they actually voted to make a

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difference for millions of people. And everybody was excited except

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me because on the plane I realized the senators didn't

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ask me anything about how the patients did, about what

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the doctors did, about what the real impact of that

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hospital was what they were interested in is cost, money, profitability, salaries, etc. Etc.

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It so through me that I thought I needed to

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do something. I walked into a bank the next day

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asked them to give me a loan so that I

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could open a social laboratory to prove that businesses could

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make more money if we focused on impact than on money.

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So that was forty years ago. A lot has happened since,

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but I have spent my career helping all of these

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organizations to actually make significantly higher revenues by bringing down

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the priority on revenue and bringing up the priority on impact.

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So that's where I've been. We went through COVID. Everybody

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complained to me about how miserable their teams were and

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it was a disaster. You don't need me to describe it.

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And one night I was lying in bed and I

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couldn't sleep, So, like a good red blooded entrepreneur, I

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took up my phone, went under the covers and started scrolling.

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And very long story short, at least what happened was

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I saw a post that just nabbed me. It was

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somebody who was talking about how much they hated their job,

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hated their boss, hated their life. Hated the work they

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had to do, hated the commute, but that they would

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do it forever if they could just figure out how

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it means something what they're doing matters. And I heard

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this for years, obviously, as you have as well. But

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this particular post went viral and hundreds upon hundreds of

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people were responding to how much they hated YadA YadA

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and how much they wish they could figure out how

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to do something that matters. And I finally had had

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enough of this after forty years, and I decided I

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know what to do, and so I walked in the

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next morning I had a doctor's appointment. I told my

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doctor and friend for years, I said, look, I have

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a system that I have been teaching for years. I

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think I have a way to turn it into something

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that could really make a difference. Would you be interested

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in knowing exactly what happens after you're done helping your

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patient for years after that? And he just raised his

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hand and he said, can I be first?

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That's my kind of Galwindy. I'm so happy to meet

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you and know you and be connected to you, having

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learned from you, being inspired by you. This is what

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the world needs. And if you heard the introduction to

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the show. We do talk about and people crave knowing

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they matter. I'm a meeting at work researcher, I get it.

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So you know, let's first situate or next situate for

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our listeners and viewers, just the dismal situation. You know

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what we're dealing with here, why you're helping to address.

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In the United States, the engagement rate is twenty one

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percent or thirty one percent. Outside globally it's thirty it's

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twenty one percent. So, ladies and gentlemen, what that means

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is if you're inside the United States running a business,

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what that really translates to is, for every ten employees

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that you have, you have three of them that are

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really surging for trying to produce results and make things happen,

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and seven of them that are either holding steady or

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pulling you back. That's what that means. So it is

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critical that we address this issue. And you, of course

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talk about all kinds of things organizations have tried. We're

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not going to talk about those because we want to

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focus on what it is that you've done. But I

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just wanted to situate for our listeners and viewers just

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how grave This problem is I don't know how any

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business makes any money with those kind of numbers, right.

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Right, And the thing is, that's all they care about

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is making money, and that's why they're not making money

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in my humble experience. Yes, So to your point, at

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least the leaders, and I've watched them, they're doing everything

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they knowed how to do. Frankly, they have paid me

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to come and help, right, So I see what they're doing,

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and the seminars and the trainings and the woohoo parties

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and all this kind of stuff that lasts for a minute.

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The question becomes at the end of the day, what's missing?

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And when we figured out what was missing, there was

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nothing to stappen.

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Yeah, And I also want to situate, you know, just

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think about all the things that organizations also do, the

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five star ratings, you talk about, the dashboards, even you know,

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the employee engagement surveys, even all those sort of things

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that really don't really get to the heart of the matter.

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And I really really loved I mean, I've spent so

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much time Wendy now looking at various perspectives on what

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the pandemic has done for us, and as a social

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scientist too, like you. I can't help that, but I

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think you've situated something so critical that I want to situate.

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From your book that talks about really one of the

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major effects of the pandemic. You say the pandemic didn't

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substantially change what people want, but it dramatically shifted priorities

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regarding how long people were willing to wait for what

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they want and what they were willing to do to

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get it. If the pandemic taught us anything it showed

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us that life is too short to settle for less

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than what we truly want in business and in life.

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Exactly right, exactly right. And you know one of my

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other books, that was the whole theme of the book

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about how it takes everything to make ourselves get what

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we want, and then we don't get it, and life

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is too short, and the question becomes, how are we

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holding ourselves back? And historically, you know social science, all right,

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what's all of this that has to do with why

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we can't get what we want? Sometimes it's not us.

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Sometimes just once in a blue moon, there's something else

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we can blank. And for once in a very long career,

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I can tell you for sure that if you're watching

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this and you watch this and you watch Elise, and

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you know all the great stuff she brings you. There

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is one thing that we all missed, and that one

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thing is that employees and frankly, leaders need to know

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that they are making an honest to goodness difference in

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people's lives. It's one thing to say my work matters.

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It's another thing to say how it matters, what matters,

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when it matters, for whom it matters, what we can

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do to prove it. That was my diehard decision and

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we've done it.

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Oh, I can't wait to dig into more of what

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that really means because the listeners and viewers are probably like, Okay,

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now give me the meat. So let's take our first break.

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I'm your host, doctor Elise Cortez. We've been in the

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area with Wendy Lipton dim Nurse. He's the president, founder

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and CEO of Professional Impact, Inc. And the developer of

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organizational impact stress rategy, inventor of real world impact metrics,

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and creator of the Companion app. She has helped thousands

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of enterprise, healthcare, small businesses, and nonprofit leaders to increase

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team effectiveness and revenue, and as a direct result of

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making a measurable difference in people's lives. We've been talking

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a bit about where this book came from, why it's

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critical for today's standards. After we're going to dive into

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just what does it look like to measure this real

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world impact. We'll be right back.

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Doctor Elise Court says as a management consultant specializing in

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meaning and purpose, an inspirational speaker and author, she helps

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companies visioneer for a greater purpose among stakeholders and develop

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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

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invite a least to speak to your organization, please visit

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her at elisecortes dot com. Let's talk about how to

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get your employees working on purpose. This is working on

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Purpose with doctor Elise Cortes. To reach our program today

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or to open a conversation with Elise, send an email

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to Alise A Lisee at eliscortes dot com. Now back

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to working on Purpose.

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Thanksteresting with us, and welcome back to working on Purpose.

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I'm your host, doctor Elise Cortes, as I too, am

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dedicated to helping create a world where organizations thrive because

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their people thrive are led by inspirational leaders that help

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them find and contribute their greatness, and we do business

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that betters the world. I keep researching your writing my

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own books, so one of them came out recently. It's

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called The Great Revitalization. How activating meaning and purpose can

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radically enliven your business. And I wrote it to help

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leaders understand the layout today's workforce life, what do they

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want and need to give their best and stay with you?

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And then I provide twenty two best practices to equip

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your culture with what that what that looks like? You

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can find my books on Amazon or my personal side

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at least Cortes dot com if you are just now

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joining us. My guess is Wendy Lipton Dibner. She's the

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author of What Matters Matters Most, How leaders build impassioned engagement,

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unrivaled loyalty, and boundless growth by measuring real world impact,

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which is what we're talking about today. So let's get

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a little bit into your your some of your the

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technicalities of what you created when you which I'm just

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gobsmacked by it, by the way, woman just just love it.

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So let's talk first about the idea of how you

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list five components of real world impact? What are those

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five five components?

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So first, as define the world impact if I could

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take it exactly at least, So, real world impact is

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every changed, result, difference, outcome, event, experience that occurs in

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people's lives. Ask it they have received the promised benefits

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of a product or service. So the real question here

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is when somebody uses your product or you know, engages

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in your services, they get the benefits you promise them.

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The question there is what happens next that you know,

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people say I want to change people's lives, but we

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don't know what that means. Yep, now we can measure

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it all right, So it starts with lower metrics. So

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the question becomes what are the five components of real

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world impact? The first is life areas. These are different

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parts of people's lives that can be impacted directly or

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indirectly by your product or service, and there are a

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bunch of them. There's dozens of different things that people

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call a life area, work, home, financials, right, So those

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are life areas. Now we look into how can life

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areas be affected? The first is initial impact and this

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sounds very science y, but it's really not. This is

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the first thing that happens esther, someone has received your benefits.

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In other words, something happened that was supposed to happen,

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that you planned for, and it happened. Now, whatever the

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next thing happens to them, that's what we call initial impact.

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So it's the first time somebody gets more than what

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you promised. We could stop right there and billions and

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billions of dollars would increase just with that. But now

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let's talk about more because of what we really want

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is to make sure that we make a difference and

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we can measure it, and we can prove it, and

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we can help our employees feel good about what they

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do and help our clients and patients and beneficiaries really

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benefit from this. We need to show them how we

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really changed their life. So the next pieces are impact ripples.

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Classic pebble in the pond metaphor, right, throw a pebble

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into a pond and it creates ripples. The ripples are

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different depending on which pebble you put into the pond.

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So everyone who is listening to at least's show right

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this second, you've got to know that you have a

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unique pebble, and when you throw that pebble into your customer, patients,

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or beneficiaries pond, unique ripples will appear. What that means

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is measurable changes, difference, events, experiences, outcomes, results will occur

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that you can measure all. Right after impact ripples, the

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question becomes for each impact ripple is it important to them?

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Does it have any significance? And if so, how much significance.

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All of those years studying at Duke and everywhere else,

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trying to learn how to do research and not want

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me to do it and just wanting to go be

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on Broadway all led me to understand that we can

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really measure this stuff. It blew me away. So we

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measure the extent to which people find importance in the

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difference is that they're getting as the result of your products,

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and not just that, but are those differences now rippling

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to other people in their lives? In other words, does

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your impact create an impact on your customer, patient, your

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beneficiary and does that impact end up rippling to other

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people you'll never meet the next piece of it is

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impact causality. And as a research and neared this is

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my favorite. What we're really doing here is we are

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proving was it your product or service or wasn't it

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just because they think it was. Now we need to

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bring in all the great statistical research pieces that fall

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in that tell us, you know what, it's connected to you,

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but you didn't cause it, or you know what you

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did this, you did this, be proud of it, own it,

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measure it more so. The five components again life areas impact, impact, ripples, impact, importance.

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It's an impact causality.

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I love it when you talk like that, Wendy. It's

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exciting all of this good sciencey stuff that really makes

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this stuff, that takes it from something abstract and sounds

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woo woo whatever and really brings it home. So to

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that in let's talk about how you You mentioned at

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least three ways that I could think of in your

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book about how to actually capture this, and one of

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courses is the analog way of doing it, which is

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what your case study in the book did, which we'll

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talk about later, the digital and of course your app.

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So let's talk about however you want to address that

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because we were like, how do I get this data?

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Where does it go?

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You know that right now, this is like my most

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most favorite Crestlin. I just just to be clear, all right,

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I will try not to nerd out too much. So

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so first of all, I am excited that since you've

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read this, this is now a patent pending system and

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patent pending engine and a patent pending interface.

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So cool.

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Bottom line, it's awesome. So I call it real World

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Impact Metrics, and it's comprised with more than one hundred

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mathematical formulas that measure and analyze all of the five

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world real world impact pieces, but also a lot of

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other variables come into play, depending on what kind of

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product you have, what you're using, what you're doing, your demographics,

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all of the things that you're already measuring in your

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marketing research. One of my dear clients said to me,

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when you just created the sexiest marketing marketing research piece ever.

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So that's that's really how you need to think about this.

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So it's it's the math, but it's also the system.

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So everything that you read what matters matter's most tells

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you exactly what to measure. The question is how do

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you measure it, how do you put it together, and

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how can you do it? And this was the biggest

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piece of lease This is This is where digital, analog

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and app all come together. How do we make you

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were that we can make this happen for organizations without

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any work, for their leaders or their employees, so that

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they can get the information they need and apply it

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without any work at all and only five minutes a week.

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And that's where the APP comes in.

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It's brilliant. You take away all the objections. So this

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is going to be too unwildy, I don't have enough people,

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not enough time. Right, it's brilliant. So then we go on.

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We have to talk about the journey of impact. I

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just think that is such a beautiful thing here, So

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let's bring that to life for our listeners and viewers.

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You bet so. I have always spoken about the journey

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of impact, that we are all born to make an

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impact in people's lives, and that life's greatest journey is

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discovering what our unique impact is going to be and

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making it happen before it's too late. And that's what

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we're seeing in employees day after day after day with disengagement.

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What is my impact? How can I make it happen?

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And I still want to have a life. The journey

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of impact APP is now the measuring tool that allows

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you to capture, measure, analyze, and report these impact ripples

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that come from your market, customers, beneficiaries, patients. So now

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my lovely, wonderful Journey of Impact that I've loved for

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forty years is now a simple game that your customers

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play and they get rewarded and they have fun, and

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in the middle of playing the game, you're getting all

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the real world impact metrics in the back dashboard, which

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is really magical.

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Oh my gosh, woman, you are a genius. I mean,

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it's obviously you're patent pending. It's just genius.

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Okay.

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So what I want to do next is as much

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as we can because I think there's so much goodness here.

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This is going to be so exciting for our listeners

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and viewers here, Wendy, I want to just talk about

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some of the steps that you talk about here for

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using real world impact metrics to increase revenue. And because

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it's otherwise it might sound just overwhelming to people, you

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do you do list five steps for that part of things.

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So can we start with those?

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If I can remember when I wrote I thought I'm.

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Here with me as well, don't worry. The first is

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educate your team right exactly.

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So there's an easy way in a hard way. The

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easy way with you know, a shameless plug is get

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what matters matters most and give a copy to everybody

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in your company. And there's little little things that you

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can do, little impact challenges you can do, like for

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five minutes every week to get them on board with this,

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and then you don't have to do anything. That's the

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easy way. The other piece is to just excite people

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about being able to prove once and for all the

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difference they're making in people's lives, to be able to

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actually prove it, to actually have a piece of paper

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that you can take home to your family, that you

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can send out to your friends on social so it says,

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look what I did, and that's what this is all about.

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That's what educating them is about. Step two is about

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providing the real world impact metrics tool. Whether it's you know,

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a long way out right which is doing it yourself

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kind of thing, it works. It just takes time and effort,

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which nobody has anymore, or you just you know, hop

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on the website and get the subscription to the app

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and you're done. But either way you're getting proof to

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your employees and to your customer's patients or beneficiaries, and

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that is so crucial in today's issues, which we can

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discuss if you want to. The next step is to

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share weekly reports. Make sure that everyone has what I

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call an impact fest, which is five minutes where everybody

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stops what they're doing, goes online, looks up at their screens,

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and sees every single thing that happened that week in

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your customer's lives that they did, that they're saying they

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never would have done it if it hadn't been for

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your product and service, and watch how their life change

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is week after week after week. Celebrate it all, make

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your choices, let us know it's true, and then go

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back to look. So that's your five minute impact fest.

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Yes, okay, so before you go on, I want to

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make sure that listeners and viewers don't understand this. And

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that's and that third step you really make a point

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to make sure that you're pointing out that to ensure

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that all stakeholders have that front row seat and can

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see those metrics and those reports. And I think that's critical.

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Whether those are customers, investors, maybe they're partners, maybe they're

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even suppliers, you know, because part of what I do too, Wendy,

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is to be able to help bring stakeholders together around

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an organization's purpose. You know, we do it around the

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impact that's even deeper. So you've got to make sure

439
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and emphasize.

440
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That, thank you for that. That's great.

441
00:24:45.799 --> 00:24:48.720
Yeah yeah yeah, So okay, so then of course you're talking. Okay,

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so you went through each of them, I believe.

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So step forward is to empower them to encourage customers

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or patients or or stakeholders to go ahead and follow up,

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keep doing their real world impact metrics, keep sending it

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out there, keep making sure that everybody is capturing the

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impact that's happening, which is easy to do with simple emails.

448
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Then step five is the snapshots. At least, we're not

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seeing you visually at the moment, so I'm going to

450
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just keep talking. So the in the app itself, there

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is something we call journey of Impact snapshots, which get

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taken by the users, by the customers and the patients

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and the beneficiaries every single day they make these snapshots.

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It's not of them, it's of their journey of impact.

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And of course it's branded to the organization. So we

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really want to make sure that your organization gets seen

457
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and so that we know all of the changes that

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are happening and the people you serve are real and

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we have proof of it. And that's a very important piece.

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And I think at this point this is when at

461
00:25:59.079 --> 00:26:03.440
least would normally take a break. Should I keep talking

462
00:26:03.519 --> 00:26:05.119
or are you going to take a break? Now? I

463
00:26:05.160 --> 00:26:09.880
have no idea. Okay, we don't want any black air,

464
00:26:10.000 --> 00:26:11.920
So I will keep talking for you guys until the

465
00:26:12.039 --> 00:26:15.200
least can come back. So the next piece in the

466
00:26:15.240 --> 00:26:20.480
puzzle is a really important piece, and that is understanding

467
00:26:20.680 --> 00:26:26.519
how much you can serve your stakeholders by getting this information.

468
00:26:26.640 --> 00:26:30.200
And it's laid out with a bunch of formulas that

469
00:26:30.279 --> 00:26:32.880
are different than real world impact metrics. These are the

470
00:26:32.920 --> 00:26:36.240
proven formulas that I use with my clients, and now

471
00:26:36.279 --> 00:26:40.759
I'm making that accessible. There she is, she's okay, good.

472
00:26:40.839 --> 00:26:42.960
Well, it's amazing what you have to do to kind

473
00:26:42.960 --> 00:26:45.839
of convince this to work somehow. Okay, okay, good, all right,

474
00:26:46.559 --> 00:26:48.000
you can see me, but I can't see you.

475
00:26:48.039 --> 00:26:50.799
Here we go. Okay, you need to turn your phone

476
00:26:50.880 --> 00:26:52.599
just a bit because you're like that.

477
00:26:53.079 --> 00:26:56.079
That's where it was. Okay, I'm glad you can hear me.

478
00:26:56.319 --> 00:26:58.640
I can't see you guys anymore, but that's that doesn't matter.

479
00:26:59.200 --> 00:27:01.799
Thank you, I've heard I heard you soldiering on Wendy.

480
00:27:01.839 --> 00:27:04.400
We are going to deliver this great information because it's

481
00:27:04.400 --> 00:27:08.400
just too good, not too thank you so much. Okay,

482
00:27:08.440 --> 00:27:11.799
so you got through step five. Yeah, yeah, okay, you

483
00:27:11.880 --> 00:27:15.279
are the past. This is so exciting. Okay, So I

484
00:27:15.319 --> 00:27:17.119
think what I want to do really quick here, so

485
00:27:17.240 --> 00:27:19.319
I want to make sure that those those steps are

486
00:27:19.880 --> 00:27:22.599
good and solid. But before we do anything else, I

487
00:27:22.599 --> 00:27:24.599
would love it if you could just say a little

488
00:27:24.599 --> 00:27:27.680
bit more about how this app works. So I presume

489
00:27:27.759 --> 00:27:32.960
that everybody in an organization, the customers, the employees, other stakeholders, leaders,

490
00:27:33.079 --> 00:27:35.039
have the capacity to log in, yes.

491
00:27:35.920 --> 00:27:40.480
To log in on their side. Yes. So to be clear,

492
00:27:40.960 --> 00:27:44.480
there's two different sides of this app. One is the

493
00:27:44.559 --> 00:27:49.000
game side. Those are for your customer's patients, beneficiaries. They

494
00:27:49.039 --> 00:27:50.880
get to play the game every day. They just play

495
00:27:50.920 --> 00:27:54.720
the game, that's it. The slip side is what we

496
00:27:54.759 --> 00:27:59.799
call the dynamic dashboard. This dashboard is for you to

497
00:28:00.000 --> 00:28:03.960
seek out on so it's every single possible analytic that

498
00:28:04.039 --> 00:28:06.839
you can think of. If you went anywhere near a

499
00:28:06.920 --> 00:28:09.920
sociologist or social scientists in your career, you know what

500
00:28:09.920 --> 00:28:13.160
I'm talking about. But basically, it's just a bunch of

501
00:28:13.160 --> 00:28:17.519
little boxes. It's very colorful that tell you what's happening

502
00:28:17.720 --> 00:28:21.200
on the game side, and you can push buttons to

503
00:28:21.279 --> 00:28:24.759
create your own analysis. And it's so easy. You don't

504
00:28:24.759 --> 00:28:27.000
have to understand the analyzes. You just push a button.

505
00:28:27.039 --> 00:28:28.480
I want to know if this is a cause or

506
00:28:28.480 --> 00:28:30.480
an effect. I want to know if this is a

507
00:28:30.519 --> 00:28:32.559
cause or a connection. I want to know if this

508
00:28:32.680 --> 00:28:35.680
is connected in any way to that, show me a

509
00:28:35.720 --> 00:28:37.599
picture and then you get a gorgeous picture that tells

510
00:28:37.640 --> 00:28:40.039
you what it does. So that's the back end and

511
00:28:40.119 --> 00:28:43.920
the front end, and the two shall never meet. The

512
00:28:43.960 --> 00:28:45.799
employees get to see the game, but they don't get

513
00:28:45.799 --> 00:28:46.240
to play it.

514
00:28:47.200 --> 00:28:50.720
Okay, this is brilliant woman. You are just genius. I'll

515
00:28:50.720 --> 00:28:53.000
definitely want to separately play more with that with you.

516
00:28:53.039 --> 00:28:56.480
But let's go ahead and take our last break here. Okay,

517
00:28:57.319 --> 00:28:59.839
I'm Alice Cortez, your host. We've been on the air

518
00:29:00.119 --> 00:29:03.480
with When de Lipton. Dib Nurse's the president, founder and

519
00:29:03.720 --> 00:29:07.200
CEO of Professional Impact, Inc. And the developer of organizational

520
00:29:07.200 --> 00:29:10.880
impact strategy and the inventor of real world impact metrics

521
00:29:11.000 --> 00:29:13.720
and the creator of the Companion app. She has helped

522
00:29:13.720 --> 00:29:17.680
thousands of enterprise, healthcare, small business and nonprofit leaders increase

523
00:29:17.759 --> 00:29:21.279
team effectiveness and revenue as the direct result of making

524
00:29:21.279 --> 00:29:24.000
a measurable difference in people's lives. We've been talking a

525
00:29:24.000 --> 00:29:26.720
bit about just how important it is to be able

526
00:29:26.759 --> 00:29:30.319
to demonstrate real world impact and proof, but also now

527
00:29:30.319 --> 00:29:33.279
we're getting into how can we actually measure that and

528
00:29:33.319 --> 00:29:36.079
showcase that and play with it. After the break, I

529
00:29:36.240 --> 00:29:38.799
really want to get nitty gritty to help you, as

530
00:29:38.880 --> 00:29:41.960
leaders and organizations, help you understand how you can start

531
00:29:42.000 --> 00:29:46.640
to enroll your employees in their first unique impact shortcut

532
00:29:46.640 --> 00:29:48.079
for themselves. We'll be right back.

533
00:30:03.559 --> 00:30:07.119
Doctor Elise Cortes is a management consultant specializing in meaning

534
00:30:07.160 --> 00:30:11.000
and purpose. An inspirational speaker and author, she helps companies

535
00:30:11.079 --> 00:30:14.880
visioneer for greater purpose among stakeholders and develop purpose inspired

536
00:30:14.960 --> 00:30:18.920
leadership and meaning infused cultures that elevate fulfillment, performance, and

537
00:30:19.000 --> 00:30:22.200
commitment within the workforce. To learn more or to invite

538
00:30:22.200 --> 00:30:24.960
a lease to speak to your organization, please visit her

539
00:30:25.039 --> 00:30:28.279
at Elisecortes dot com. Let's Talk about how to get

540
00:30:28.319 --> 00:30:37.079
your employees working on purpose. This is working on Purpose

541
00:30:37.200 --> 00:30:40.480
with doctor Elise Cortes. To reach our program today or

542
00:30:40.519 --> 00:30:43.279
to open a conversation with Elise, send an email to

543
00:30:43.319 --> 00:30:48.720
Alise A. L Se at Elisecortes dot com. Now back

544
00:30:48.759 --> 00:31:07.759
to working on purpose, she is, she's back.

545
00:31:07.799 --> 00:31:10.799
Oh, we are persistent. If nothing else, my dear, nothing else,

546
00:31:10.839 --> 00:31:14.720
we are persistent. Okay, at least Cortez back here, joining

547
00:31:14.759 --> 00:31:17.960
here with Wendy Lipton Dibner. Thanks for your patients, ladies,

548
00:31:17.960 --> 00:31:19.880
and Jen says We've worked through technology, but we are

549
00:31:19.880 --> 00:31:22.720
determined to bring this to you. So for this last

550
00:31:22.759 --> 00:31:25.720
segment here, Wendy, I wanted to go into as much

551
00:31:25.759 --> 00:31:28.920
detail as we could here. You have several steps looks

552
00:31:28.920 --> 00:31:32.519
like ten different steps that you can give to leaders

553
00:31:32.519 --> 00:31:34.400
to be able to start to use this stuff first

554
00:31:34.400 --> 00:31:36.279
in their teams. And so now we've given that high

555
00:31:36.359 --> 00:31:39.880
level impact of just how beautiful and how radically different

556
00:31:39.920 --> 00:31:42.759
their their organizations can be. Now let's take it to

557
00:31:42.799 --> 00:31:46.559
the team level here, and you have a steps and

558
00:31:46.559 --> 00:31:47.960
I've got them out here for you as well, but

559
00:31:48.000 --> 00:31:50.519
I'd love to call them out here. So this, ladies

560
00:31:50.519 --> 00:31:52.799
and gentlemen, imagine that you. This is a brand new concept.

561
00:31:52.880 --> 00:31:55.000
Your team knows nothing about this the idea of how

562
00:31:55.000 --> 00:31:57.759
to measure impact. So now what Wendy has done here

563
00:31:57.799 --> 00:32:00.640
is she's created a process for you to be able

564
00:32:00.720 --> 00:32:03.000
to bring your team together. So step one is to

565
00:32:03.119 --> 00:32:06.119
call a meeting with your smaller large group of employees

566
00:32:06.440 --> 00:32:09.920
personally or virtually, so you're introducing the concept that's.

567
00:32:09.759 --> 00:32:13.160
True for one second before yeah for sure, Yeah, thanks,

568
00:32:13.440 --> 00:32:17.799
Because this is actually a separate formula that I've actually

569
00:32:18.039 --> 00:32:21.799
been using for about three decades, and I brought it

570
00:32:21.839 --> 00:32:25.880
into the book because one of the things that people

571
00:32:26.039 --> 00:32:30.160
want to know is what is my unique impact? What

572
00:32:30.240 --> 00:32:32.359
was I born to do in the world. And so

573
00:32:33.160 --> 00:32:36.119
while while all of these real world impact metric systems

574
00:32:36.160 --> 00:32:39.240
stuff help you to figure out the impact you make

575
00:32:39.319 --> 00:32:43.119
through your work, the question is what impact can you

576
00:32:43.200 --> 00:32:46.519
make in the world all the time, even not at work.

577
00:32:47.200 --> 00:32:50.680
And so I call that unique impact. And your unique

578
00:32:50.720 --> 00:32:58.160
impact is a combination of a bajillion ologies right every right, Biology, sociology, psychology,

579
00:32:58.200 --> 00:33:04.240
neurology is all these ologies put together to measure, oh,

580
00:33:04.359 --> 00:33:06.319
your brain works and who you are and what kind

581
00:33:06.319 --> 00:33:08.359
of and in fact you were born to make. And

582
00:33:08.759 --> 00:33:11.160
we add in all the experiences you've ever had, and

583
00:33:11.200 --> 00:33:12.599
all the jobs you've ever had, and all that kind

584
00:33:12.599 --> 00:33:14.880
of stuff. Now, I used to do that in charge

585
00:33:14.920 --> 00:33:17.599
like a bajillion dollars to do it in order to

586
00:33:17.759 --> 00:33:21.759
help individual people, usually leaders who really wanted to know.

587
00:33:21.799 --> 00:33:25.440
And I thought, this is a waste of life. Everybody

588
00:33:25.440 --> 00:33:28.200
should know how to do this. So there is a

589
00:33:28.279 --> 00:33:32.279
simple twelve ten step piece that you can use. It's

590
00:33:32.359 --> 00:33:35.200
in the book. But let me tell you what it does.

591
00:33:35.839 --> 00:33:40.279
It shows you the one question that you need to

592
00:33:40.480 --> 00:33:44.599
ask people. And if you make a list of one

593
00:33:44.680 --> 00:33:47.039
hundred people that you've met, you don't even have to

594
00:33:47.079 --> 00:33:50.400
know them well, and just ask them this one question

595
00:33:51.200 --> 00:33:54.119
and then write it all down and then look at

596
00:33:54.160 --> 00:33:57.240
it and then quick back to the book and say, okay,

597
00:33:57.240 --> 00:34:00.640
how do I interpret this stuff? And you will discover

598
00:34:01.079 --> 00:34:10.280
exactly what makes you special and unique and what magnificently

599
00:34:10.480 --> 00:34:14.679
natural impact is that you do every single day without

600
00:34:14.719 --> 00:34:15.920
even knowing you're doing it.

601
00:34:16.000 --> 00:34:18.880
So just read the book. Well, I love that. And

602
00:34:19.280 --> 00:34:21.280
what I loved about this, Wendy, is that to me,

603
00:34:21.280 --> 00:34:23.000
it seems like a really good starting point to help

604
00:34:23.000 --> 00:34:25.840
people understand what we mean by impact. So what you

605
00:34:26.039 --> 00:34:27.599
then go on to say that after you get each

606
00:34:27.639 --> 00:34:29.960
of your timmverers to do that, then bring them back

607
00:34:30.000 --> 00:34:32.559
and have them share something that they got so and

608
00:34:32.599 --> 00:34:35.039
then oftentimes it's probably going to touch their heart. So

609
00:34:35.039 --> 00:34:36.960
there's usually going to be some tears with that as

610
00:34:37.000 --> 00:34:39.119
people get present to that and they get to celebrate

611
00:34:39.159 --> 00:34:41.679
each other. I love this for helping people understand what

612
00:34:41.719 --> 00:34:44.679
they're bringing to the party. So I think that it's

613
00:34:44.719 --> 00:34:47.679
really really powerful. And whatever you charge before, I can

614
00:34:47.719 --> 00:34:50.800
see why people bought it. I think it's really really powerful.

615
00:34:50.800 --> 00:34:54.880
And if you to me, if you anchored this whole initiative,

616
00:34:55.039 --> 00:34:58.519
starting with that individual unique impact to me, I think

617
00:34:58.519 --> 00:35:00.360
this would be so so powerful.

618
00:35:00.519 --> 00:35:02.559
You know, one of the things it does that is

619
00:35:02.639 --> 00:35:04.960
so important, Lias, and you're bringing this up for a

620
00:35:05.000 --> 00:35:09.760
really important reason. One of the biggest complaints that Gallup

621
00:35:09.800 --> 00:35:13.320
shows is that, you know, employees feel like their leaders

622
00:35:13.320 --> 00:35:16.159
don't recognize them, don't see them, don't know that they

623
00:35:16.199 --> 00:35:18.920
matter or care as long as they get their work done.

624
00:35:19.079 --> 00:35:21.360
And one of the things that we've seen a lot

625
00:35:21.400 --> 00:35:23.239
in our work is the same thing. I'm sure you've

626
00:35:23.239 --> 00:35:25.440
seen it when you've gone into you know, they do

627
00:35:25.679 --> 00:35:27.519
they do their job but they don't really believe their

628
00:35:27.559 --> 00:35:29.559
boss knows them or cares about them or knows them.

629
00:35:29.800 --> 00:35:32.159
And that may or may not be true, but it's

630
00:35:32.199 --> 00:35:36.079
the perception. And one of the most magical things about

631
00:35:36.119 --> 00:35:40.400
doing the Unique Impact exercise is that all of a sudden,

632
00:35:40.480 --> 00:35:45.719
the employees realize, oh my gosh, this person really cares

633
00:35:45.760 --> 00:35:49.320
about me, like is interested in me and really thinks

634
00:35:49.360 --> 00:35:52.519
I'm unique And what a concept? And how am I

635
00:35:52.559 --> 00:35:53.599
ever going to live up to it?

636
00:35:53.599 --> 00:35:53.760
Well?

637
00:35:53.800 --> 00:35:55.599
I need to live up to this now. And it's

638
00:35:55.639 --> 00:35:59.079
a whole different level of engagement to that point when

639
00:35:59.199 --> 00:36:04.280
somebody looks right at you and seeds that you're special

640
00:36:05.199 --> 00:36:05.719
something else.

641
00:36:06.039 --> 00:36:08.039
Well, I also think what I love about what you

642
00:36:08.119 --> 00:36:09.719
created there, Wendy, And I know that you've you know,

643
00:36:09.800 --> 00:36:11.679
you've been doing this for a long time. But but

644
00:36:11.920 --> 00:36:15.719
it also it allows you to be able to embrace

645
00:36:15.760 --> 00:36:17.519
that a lot of people don't get the opportunity to

646
00:36:17.519 --> 00:36:20.000
embrace what makes them really special and unique. So that

647
00:36:20.159 --> 00:36:23.519
is a beautiful starting point. And then to have somebody

648
00:36:23.519 --> 00:36:26.320
else see that so so so powerful. So I know

649
00:36:26.440 --> 00:36:28.079
the power that I know you too, So I had

650
00:36:28.079 --> 00:36:29.239
to I had to situate that.

651
00:36:29.880 --> 00:36:31.599
Okay, So I did a couple.

652
00:36:31.519 --> 00:36:33.639
More things we have to cover before I let you go.

653
00:36:34.719 --> 00:36:37.079
I want to talk about this is even more lovely

654
00:36:37.159 --> 00:36:39.480
and geeky. Right when you talk about those five steps

655
00:36:39.480 --> 00:36:44.480
to custom customize and calculate impact rewards. Man, there's all

656
00:36:44.559 --> 00:36:48.239
kinds of levels there that really are Anybody that's in marketing,

657
00:36:48.320 --> 00:36:51.480
who's in you know, who's in the financial suite, is

658
00:36:51.519 --> 00:36:53.519
going to love this stuff. Can you touch on those?

659
00:36:54.280 --> 00:36:58.639
Suret? So to be clear, so everybody knows the one

660
00:36:58.639 --> 00:37:01.039
of the things that you know very well at least

661
00:37:01.119 --> 00:37:03.960
is that bonuses. You know, employees want their bonuses and

662
00:37:04.000 --> 00:37:07.400
their rewards and their prizes, except that those things last

663
00:37:07.480 --> 00:37:09.599
for you know, a hot minute, and then they're back

664
00:37:09.639 --> 00:37:12.840
to the way they were. It just doesn't last. And

665
00:37:12.960 --> 00:37:16.719
so what this does is it creates a system that

666
00:37:16.880 --> 00:37:22.440
is easily calculated where we show the bonuses that people

667
00:37:22.559 --> 00:37:27.400
get financial bonuses as well as prizes for the impact

668
00:37:27.639 --> 00:37:32.199
that they were a part of bringing. And so in

669
00:37:32.239 --> 00:37:35.159
other words, we call it impact rewards. And it's based

670
00:37:35.440 --> 00:37:38.280
entirely not on how many hours you showed up or

671
00:37:38.360 --> 00:37:41.639
how many absentees record, you know, none of that stuff.

672
00:37:41.760 --> 00:37:43.840
I'm not saying you shouldn't do that but I am

673
00:37:43.920 --> 00:37:47.679
saying this is an extra bonus that CFOs first say

674
00:37:47.719 --> 00:37:50.360
oh no, no, no, no, and then they look at

675
00:37:50.360 --> 00:37:54.800
how it works and they say we should do this. Basically,

676
00:37:54.840 --> 00:37:57.440
you take your real world impact metrics, which, after all,

677
00:37:57.480 --> 00:37:59.440
a metric is a number, right, So you have a

678
00:37:59.480 --> 00:38:03.679
lot of numbers that proved your real world impact, and

679
00:38:03.760 --> 00:38:07.480
then you spread that out in a formula that says,

680
00:38:08.039 --> 00:38:12.000
how will we weight each of the five components of

681
00:38:12.039 --> 00:38:14.960
real world impact? How will we weight the number of

682
00:38:15.000 --> 00:38:19.079
customers that did this? How will we calculate the quantity

683
00:38:19.159 --> 00:38:23.000
and quality of every single impact we made over the

684
00:38:23.079 --> 00:38:27.239
last sixty to ninety days and turn that into a

685
00:38:27.400 --> 00:38:31.159
cash reward that we call impact awards. And so now

686
00:38:31.199 --> 00:38:34.960
the employees know, every month, every two months, no more

687
00:38:35.000 --> 00:38:39.119
than every quarter, in my recommendation, that we are now

688
00:38:39.159 --> 00:38:43.199
going to reward you for every single piece of impact

689
00:38:43.280 --> 00:38:47.960
that you infused into your unique position in this organization.

690
00:38:48.239 --> 00:38:52.519
And you will be paid because of the unique impact

691
00:38:52.679 --> 00:38:56.199
that you put into that and we can prove it metrically.

692
00:38:56.920 --> 00:39:02.800
Oh that's so cool, woman, I'm telling you I know

693
00:39:02.920 --> 00:39:05.159
each other at least, how have we never met? I

694
00:39:05.440 --> 00:39:07.920
don't know, But now you can never get away from me.

695
00:39:08.039 --> 00:39:10.360
Okay, you're stuck with me, girl. That's it, just saying

696
00:39:10.440 --> 00:39:11.880
publicly admitted. Let's go.

697
00:39:12.039 --> 00:39:15.280
Yeah, it's on air, it's on record. Okay, so this

698
00:39:15.440 --> 00:39:18.440
is just stunning. Anything else you want to say about

699
00:39:18.519 --> 00:39:22.159
the impact rewards more you could say, but anything else

700
00:39:22.199 --> 00:39:23.360
that's important to say for now.

701
00:39:24.000 --> 00:39:26.599
I think the most important piece of the bottom line

702
00:39:26.840 --> 00:39:30.360
of impact awards is that when CFOs get it, when

703
00:39:30.400 --> 00:39:33.440
they start to see the amount of money that gets

704
00:39:33.639 --> 00:39:39.840
saved because the disengagement is now down or eliminated, because

705
00:39:40.239 --> 00:39:43.280
people are working harder, because they're excited to see what

706
00:39:43.320 --> 00:39:45.840
they can do with their impact. When when they look

707
00:39:45.920 --> 00:39:49.000
at the numbers and they start to see how the

708
00:39:49.119 --> 00:39:53.119
costs are going down and the revenue is going up,

709
00:39:53.440 --> 00:39:56.599
it's a no brainer to install impact awards in every organization.

710
00:39:57.679 --> 00:40:00.159
Beautiful, Okay. Now the next thing we have to do

711
00:40:00.440 --> 00:40:01.039
is we have to.

712
00:40:01.079 --> 00:40:03.639
Let in, uh to the listeners viewers, just a little

713
00:40:03.719 --> 00:40:06.400
bit of a fun surprise about your book that makes

714
00:40:06.400 --> 00:40:09.920
it even more delightful they weren't already, And that is

715
00:40:09.920 --> 00:40:12.880
that you nestle the whole darn thing Wendy into an

716
00:40:13.000 --> 00:40:14.480
actual story.

717
00:40:14.599 --> 00:40:16.559
And who doesn't love story? And of course that story

718
00:40:16.599 --> 00:40:20.559
includes pets. Who doesn't love pets. So let's just share

719
00:40:20.599 --> 00:40:22.840
with our listeners and viewers how it is that you

720
00:40:23.239 --> 00:40:26.320
I can't do justice to, you know, to Furry Hope

721
00:40:26.400 --> 00:40:28.480
and in its in its cast of characters and the

722
00:40:28.480 --> 00:40:32.440
board members, et cetera. So introduce that story compelling.

723
00:40:32.119 --> 00:40:34.159
Okay, but I won't tell all the details because no,

724
00:40:34.199 --> 00:40:34.679
please don't.

725
00:40:35.320 --> 00:40:36.280
Yeah.

726
00:40:36.320 --> 00:40:42.519
So, yes, this is this is a story. It's actually

727
00:40:42.599 --> 00:40:45.519
real people, real clients. Their names have been protected to

728
00:40:45.559 --> 00:40:48.199
protect the innocent kind of thing. But these are real

729
00:40:48.280 --> 00:40:51.519
people and in this but the story itself is not true.

730
00:40:51.800 --> 00:40:54.960
So these real people serve on the board of directors

731
00:40:55.000 --> 00:40:58.519
of a nonprofit in this story. Each of them come

732
00:40:58.519 --> 00:41:01.920
from a different industry, a different manufacturing, science, all of

733
00:41:02.000 --> 00:41:05.119
these different places, medicine, and they all serve on one

734
00:41:05.199 --> 00:41:08.760
board of an organization, a nonprofit organization that we've called

735
00:41:09.000 --> 00:41:16.480
Furry Hope. And Furry Hope is basically a shelter and

736
00:41:16.559 --> 00:41:22.400
rescue center where dogs and cats and anything furry that

737
00:41:22.480 --> 00:41:25.800
have been lost or wounded or have nowhere to go

738
00:41:25.960 --> 00:41:30.039
get to live in Furry Hope. And these people who

739
00:41:30.079 --> 00:41:34.199
serve on the board start the story by talking about

740
00:41:34.199 --> 00:41:38.039
how really really stressed they are because in each of

741
00:41:38.079 --> 00:41:41.559
their organizations, their employees are making them crazy. And of

742
00:41:41.559 --> 00:41:46.239
course it's all the employees fault, right. And the woman

743
00:41:46.400 --> 00:41:49.159
who is the director and founder of Furry Hope, her

744
00:41:49.239 --> 00:41:53.199
name is Amy, and Amy is just wonderful and I

745
00:41:53.320 --> 00:41:56.039
just love her to dat And she is the one

746
00:41:56.119 --> 00:42:00.559
who introduces the board of directors to so one that

747
00:42:00.599 --> 00:42:05.000
they need to know. And this someone walks them step

748
00:42:05.159 --> 00:42:09.920
by step to understand how to recognize and make and

749
00:42:10.079 --> 00:42:14.639
measure and capture and report real world impact so that

750
00:42:15.360 --> 00:42:19.840
their employees will become more engaged, more loyal and have

751
00:42:20.000 --> 00:42:24.159
boundless growth. So the people in the story learn it

752
00:42:24.760 --> 00:42:28.639
while serving on the board a Furry Hope, and all

753
00:42:28.719 --> 00:42:33.400
of these little things happen along the way that makes

754
00:42:33.519 --> 00:42:37.599
me laugh, makes me cry. I was crying while I

755
00:42:37.639 --> 00:42:41.400
wrote it. I cried it every time I edited it.

756
00:42:41.679 --> 00:42:45.679
I love these people and I love them in real life,

757
00:42:45.760 --> 00:42:47.280
and I love them in the book, and I hope

758
00:42:47.320 --> 00:42:49.199
you do too. It's a great story.

759
00:42:50.119 --> 00:42:54.280
It's exactly yeah, it is a great story. Just I love,

760
00:42:54.360 --> 00:42:57.360
of course Bob and Ripples. I mean, gosh, it's just

761
00:42:57.400 --> 00:43:00.280
so amazing. So listeners and viewers. I mean, this is

762
00:43:00.280 --> 00:43:03.079
such a great story about that, really, and what is

763
00:43:03.119 --> 00:43:06.840
beautiful about it is she's nestled in as like the

764
00:43:06.880 --> 00:43:09.679
backbone of the book to hold all these concepts together

765
00:43:09.719 --> 00:43:13.119
and illustrate them for you, and you do really get

766
00:43:13.159 --> 00:43:16.000
into the story. It's so so beautiful. I just was

767
00:43:16.039 --> 00:43:18.039
amazed that you could also write that story the way

768
00:43:18.039 --> 00:43:19.719
that you did. And I love the fact that you

769
00:43:19.760 --> 00:43:22.880
are the impact lady on the other end of the

770
00:43:25.039 --> 00:43:27.440
conference mic that nobody sees and you just hang up

771
00:43:27.440 --> 00:43:29.400
when you're done saying whatever is you need to say.

772
00:43:32.320 --> 00:43:35.239
I'm much nicer like that in the real world.

773
00:43:35.360 --> 00:43:38.320
It was just delightful. So I want to give you

774
00:43:38.360 --> 00:43:40.480
the chance. I know you said this is a compilation

775
00:43:40.559 --> 00:43:44.320
of various clients, etc. And such, But we have about say,

776
00:43:44.360 --> 00:43:47.119
three minutes left on the whole entire show. Is there

777
00:43:47.199 --> 00:43:49.800
another sort of real world example or something like a

778
00:43:49.840 --> 00:43:52.559
case study element that you want to illustrate or share

779
00:43:52.960 --> 00:43:55.360
that also shows just how this stuff works in real

780
00:43:55.400 --> 00:43:58.159
life story So, before it.

781
00:43:58.119 --> 00:44:02.159
Was digital, it was analogue, and in analog, which was

782
00:44:02.360 --> 00:44:05.719
the vast majority of my career, right, it was me

783
00:44:05.920 --> 00:44:11.159
helping people measure things the old fashioned way. Surveys, interviews,

784
00:44:11.280 --> 00:44:14.639
doing all of these things to get to know their patients.

785
00:44:15.119 --> 00:44:19.800
But it was always about making the employees know the

786
00:44:19.880 --> 00:44:23.360
impact that they're having with people. At the same time,

787
00:44:23.599 --> 00:44:27.440
it was teaching languaging. So in my early days I

788
00:44:27.480 --> 00:44:31.599
would sell sales and leadership training because if I said

789
00:44:31.639 --> 00:44:34.079
I was going to teach them about impact, they would

790
00:44:34.159 --> 00:44:36.960
laugh at me. Don't forget a woman in business, right,

791
00:44:36.960 --> 00:44:39.719
So it needed to be hard stuff. So they would

792
00:44:39.800 --> 00:44:43.360
hire me for sales and leadership and under the table

793
00:44:43.400 --> 00:44:46.239
without them knowing it was happening, I was teaching them

794
00:44:46.760 --> 00:44:50.119
how to make a bigger impact, how to make a

795
00:44:50.119 --> 00:44:52.800
bigger difference. And to be clear, you guys, we use

796
00:44:52.840 --> 00:44:56.199
impact so much. Let's just quickly define it. It's the

797
00:44:56.360 --> 00:44:59.239
measurable difference we make in people's lives as the direct

798
00:44:59.320 --> 00:45:02.400
result of con with you, your team, your products, and

799
00:45:02.440 --> 00:45:05.280
your services and your marketing. If you're using the word

800
00:45:05.320 --> 00:45:08.880
impact and you're not measuring it, then you can't really

801
00:45:08.920 --> 00:45:09.840
say it's impact.

802
00:45:10.840 --> 00:45:13.960
I love that when you completely agree, Okay, well we've

803
00:45:14.000 --> 00:45:16.679
done it. We've managed even with all these technical difficulties,

804
00:45:16.800 --> 00:45:19.480
your patients, my persistence to be able to go through

805
00:45:19.480 --> 00:45:22.079
almost a whole hour here. You know, the shows listening

806
00:45:22.119 --> 00:45:24.440
by people around the world that either are trying to

807
00:45:24.480 --> 00:45:27.800
become better versus of themselves as individuals, as leaders, They're

808
00:45:27.840 --> 00:45:30.559
trying to learn something about creating a better culture, They're

809
00:45:30.559 --> 00:45:32.760
trying to improve the experience of work for themselves or

810
00:45:32.760 --> 00:45:34.840
their team. What would you like to leave them with?

811
00:45:36.119 --> 00:45:41.039
All right, so first understand this, Everything you do and

812
00:45:41.159 --> 00:45:44.880
everything you don't do has an impact on someone else.

813
00:45:45.760 --> 00:45:48.440
Pebble in the pond, You are the pebble in the

814
00:45:48.480 --> 00:45:52.840
pond of every life you touch. Never underestimate the power

815
00:45:52.880 --> 00:45:57.880
of your impact, and always remember, always remember what matters

816
00:45:58.440 --> 00:45:59.039
matters most.

817
00:46:00.559 --> 00:46:03.239
Wendy, you're such a jump Okay, listeners and viewers, you

818
00:46:03.280 --> 00:46:05.719
are going to want to follow this woman's day in

819
00:46:05.800 --> 00:46:07.880
touch at this one woman learn more about her, so

820
00:46:07.960 --> 00:46:10.679
I highly highly recommend that you go check her out.

821
00:46:10.719 --> 00:46:13.280
You can find her on LinkedIn. You can also find

822
00:46:13.920 --> 00:46:17.599
information about her organization, Professional Impact, Inc. Or book What

823
00:46:17.719 --> 00:46:20.639
Matters Matters Most. A couple of websites that you could

824
00:46:20.760 --> 00:46:25.000
use to go to. One is called professional Impact dot com.

825
00:46:25.360 --> 00:46:27.440
You could also go to her book website, which is

826
00:46:27.480 --> 00:46:30.199
what Matters Matters Most dot Com. Either one of those

827
00:46:30.239 --> 00:46:33.000
will get you there. Highly recommend you check that out.

828
00:46:33.199 --> 00:46:36.280
Can they find you're out there as well? Wendy, Actually,

829
00:46:36.280 --> 00:46:39.719
we have its own little website. Yes, prove your impact

830
00:46:39.920 --> 00:46:44.079
dot com, whovirimpact dot com. Okay, greatness. Last week, if

831
00:46:44.119 --> 00:46:45.719
you missed the live show, you can always catch if

832
00:46:45.719 --> 00:46:48.800
you recorded podcast or if you get your podcast. We

833
00:46:48.840 --> 00:46:51.679
were on area with a beautiful African women women duel

834
00:46:51.719 --> 00:46:55.559
of Funki, Michaels and abs Ning. We talked about their

835
00:46:55.559 --> 00:46:58.760
book Modern Leadership, Inspired by Mother Nature. The book is

836
00:46:58.840 --> 00:47:00.639
one part a call for women meant to help and

837
00:47:00.679 --> 00:47:04.000
support and champion one another across life, and one part

838
00:47:04.000 --> 00:47:07.760
of delightful deep dive into how ten different animals can

839
00:47:07.760 --> 00:47:10.480
give us insight into being better leaders, starting with the

840
00:47:10.920 --> 00:47:13.719
humble bee, the and the owl, the octopus, just to

841
00:47:13.800 --> 00:47:16.159
name a few. It was a very first take on

842
00:47:16.239 --> 00:47:18.880
how we humans can be enlarged and more effective by

843
00:47:18.920 --> 00:47:22.719
immersing ourselves in the wisdom of nature. Next week, we'll

844
00:47:22.719 --> 00:47:25.320
be on the air with Forbes Council a fellow Forbes

845
00:47:25.320 --> 00:47:30.239
Council member Carlos Hoyas from Brazil, talking about the work

846
00:47:30.280 --> 00:47:33.320
he does around the world coaching executives and helping companies

847
00:47:33.519 --> 00:47:36.559
build better teams. So then remember work as one of

848
00:47:36.559 --> 00:47:39.239
the best adventures and means of realizing our potential and

849
00:47:39.280 --> 00:47:41.599
making the impact we crave. That can give us the

850
00:47:41.599 --> 00:47:43.719
opportunity to do business in a way that betters the world.

851
00:47:43.840 --> 00:47:45.320
So let's work on Purpose.

852
00:47:48.639 --> 00:47:51.280
We hope you've enjoyed this week's program. Be sure to

853
00:47:51.320 --> 00:47:54.960
tune into Working on Purpose featuring your host, doctor Elise Cortes,

854
00:47:55.119 --> 00:47:58.320
each week on W four C. Why Together We'll create

855
00:47:58.360 --> 00:48:02.000
a world where business operates con tchentiously. Leadership inspires and

856
00:48:02.119 --> 00:48:05.480
passion performance and employees are fulfilled in work that provides

857
00:48:05.519 --> 00:48:08.639
the meaning and purpose they crave. See you there, Let's

858
00:48:08.679 --> 00:48:09.760
work on Purpose.