March 10, 2026

Why Soft Skills Are Now Hard Core: The Five C’s for Team Thriving

Why Soft Skills Are Now Hard Core: The Five C’s for Team Thriving
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For years, leadership conversations treated communication, empathy, and collaboration as “soft skills.” But in today’s complex workplaces, they’ve become hard core capabilities for team success. My guest Yadira Caro shares her Five C’s framework—a practical method she uses to help teams build the trust, clarity, and connection needed to work better together and perform at their best.

Working on Purpose is broadcast live Tuesdays at 6PM ET and Music on W4CY Radio (www.w4cy.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Working on Purpose is viewed on Talk 4 TV (www.talk4tv.com).

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WEBVTT

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The topics and opinions expressed 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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make no recommendations or endorsements radio show programs, services, or

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or its employees are affiliates. Any questions or comments should

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be directed to those show hosts. Thank you for choosing

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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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Relise Cortez.

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Welcome back to the Working in a Purpose program, which

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has been brought to you with passionate pride since February

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of twenty fifteen. Thanks for j nating again this week.

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Great to have you. I'm your host, doctor Elis Cortes.

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If we've not met before and you don't know me,

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I'm a workforce advisor, organizational psychologist, management consultant, local therapist,

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speaker and author. I am constantly researching helping my clients

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elevate their leadership and culture. And my team and I

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at Gusto Now help companies enliven and fortify their operations

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by building a dynamic, high performance culture, inspirational leadership, and

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nurturing managers activated by meaning and purpose. And did you

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know that inspired employees and purpose led companies outperform their

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satisfied peers by a factor of two point twenty five

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two one. In other words, inspiration and purpose are good

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for the bottom line. You learn more about us and

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how we can work together at gusto dashnow dot com

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or my personal site at least Coortes dot com. Which

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on today's program we have with us today Yadiracato. She's

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an organizational psychology practitioner who has been working with teams

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that developers and engineers with military operations for over fifteen years.

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She's the author of Hardcore Soft Skills, A Guide to

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Work with Humans. We'll be talking about how and why

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learning what have been called soft skills makes such a

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difference and motivating and engaging teams, and dive into several

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of the core soft skills that she teaches. She does

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to day from Tampa, Florida. Yadira YADDI, welcome to Working

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on Purpose.

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Thank you so much, Alie. I'm very happy to be

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here on the show.

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We just have to also say also been Venida, are

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working on purpose a being being no working on purpose?

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Because you and I both speak Spanish and Portuguese, I

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know you spraky de Deutsche. I don't speak German, but

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I do speak a little French a little time.

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With enough wine, yes exactly, we could all become more

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fluent that way.

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Yes, it's amazing how much better I sound at least

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I think so. Yeah. Okay, So I want to just

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start by sharing just the humble and beautiful way that

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you opened your book. You know, we oftentimes talk about

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the importance of teaching and learning what we need most

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to learn, and I just think that's just so beautiful.

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So let's let me just read this for our listeners

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and viewers, because it is the very opening of your book.

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You're right, and I quote you were talking with your

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Oh so your soft skills are like sandpaper. My husband

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said to me one day as I was giving him

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feedback on a project he was working on. I was

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trying to tell him how he was focusing on the

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wrong priorities and that he needed to reassess. I think

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the exact words I used were quote, your being lazy.

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It was well intended. I knew he could do more.

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But the tone of my voice than the words I chose,

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reflected my frustration his response to reject entirely what I

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had said. You may have encountered similar challenges at work,

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which is of course why you wrote the book. But

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I just thought, gosh, can't we all relate to this?

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You know, this is so.

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Relatable and it helps us understand you and connect with

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you right out of the gate. So beautiful.

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Yeahdie, thank you appreciate that.

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So let's talk before we get into the book, and

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really you know what's in it, why you wrote it.

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Let's just talk a little bit about your background and

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what drew you to research soft skills in the workplace

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and help companies to incorporate them. Why this, why not

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I don't know, strategy or something like that.

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Yeah, So it's the fact that I have been working

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for now about over a decade and eighteen years that

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I've been working specifically with military organizations with teams of engineers,

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developers and all the people with the brilliant skills, and

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also in kind of rough environments in the military as well.

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So having working a lot in the areas of focus

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on developing products and helping the teams become more productive,

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and realizing that you could have a team of very

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talented people, like all good at what they do, and

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there's still this gap of a lot of a lot

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of times basically the projects don't workout or initiatives die

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on the vine. And I thought a lot about that

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and thinking that we we tend to focus a lot

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on the aspect of how to cultivate our technical skills,

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like if we just become better at this program or

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get the certification. And around the time of twenty twenty

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when COVID hit and we were I was living in

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Germany at the time and working with the team on site,

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meaning in an office, so we had to quickly transition

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into working from our respective homes, but also we still

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had a deathline to commit to deliver a particular product.

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So realizing that aside from the skills that the brilliant

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team of engineers had, we also needed to be able

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to find the ability to work together effectively, to collaborate,

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to really communicate when we're not in an office, and

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I started exploring and kind of delve more into the

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term of soft skills soft quote unquote because it just

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sounds I would think before that soft skills were along

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the lines of etiquette or about things that were like

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how do you behave on a you know, and a

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dinner setting, and realizing that the what we call soospects

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are all about critical skills being that be for working

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with people, social skills or managing effectively, or communicating or negotiating,

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so all these skills that are not very considered technical

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yet that we really need to develop in order to

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really succeed in teams. So that's how I started with

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the podcast and hardcore of skills in back in twenty twenty,

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and it evolved into learning from others more about skills,

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doing my studies in organizational psychology to learn more about

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that and now kind of developing that framework based on

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the lessons that I have learned along the way.

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Beautiful, and I appreciate that you're reminding me. As you

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were talking about the specific kinds of people that you've

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been helping, you're reminding me that a big chunk of

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the people that I've worked with over the years too

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have been engineers, IT people and scientists, people that you know,

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love and you need to use their minds. And I

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think part of the reason I've been drawn to them

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is I do like working with people like that and

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to help round out that this capacity to as you say,

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to better collaborate, to better relate to their team members,

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to better understand them, which of course allows them to

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better motivate them and increases their performance, all these things

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that are so important. And you say so also in

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your book. That I laugh about this too, is I

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think that soft skills is probably an outdated phrase.

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Now.

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It's still being used, but it's outdated more and more increasingly.

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You and I both know that these kinds of skills

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are now called essential. In fact, you know, in the

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work that we're doing at Gusto now or our tagline

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is doubling down on humanity in the age of AI. Right,

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So it's really such a way to one distinguish our

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contribution as work as humans, but also to do it

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more effectively with and through technology.

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Yeah, and that's absolutely right because even now, because we

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are in a very evolving, technologically evolving environment, if we

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look at reports, for example, for the Work Economic Forum,

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they recently had a report that specified that the skills

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for the future, we don't know what the jobs are

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going to look like ten years from now. Possibly a

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lot of the roles that we have right now are

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going to be extinct or new roles will come in.

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But when it came to specific skill building, AI of

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course was one of them, but it wasn't necessarily like

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on the top five the top five were a area

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or the top ten where empathy, critical thinking, communication, working

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with others. So those are the skills that in the

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age of AI or the visually changing environment, those are

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the skills that are humans. We need to become better

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at working on those critical skills.

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One hundred percent agree, my dear. It's amazing. You know,

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both of us are working in a similar space, So

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of course I agree with us, and that's a lot

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of the work that I do. Okay, So for those

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listeners and viewers that are listening to this maybe by

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accident based on this and they didn't intend to learn

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about self skills, I think it would be useful to

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compare in contrast here. So just for if you could

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describe a manager's results and effectiveness without these kinds of skills,

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So what does that look like? How would we know

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that's who we're dealing with alongside somebody else who really

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does have those skills. So if you could kind of

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paint the picture of those two different managers without and

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with soft skills.

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Absolutely, and it's a great way to frame it like

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the either or side because for example, with managers that

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may not be necessarily focusing too much on the soft

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skills side, they could be very process driven. They could

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be just going into a team and telling them like,

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this is the process, this is what you follow, without

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necessarily taking into consideration what are the specific skills for

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those team members that they want to they need to develop,

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or what are those things that the teams really want

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to work with the team members. So managers with that

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doesn't focus on that is very process driven, well, you

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will have on the other hand, if a manager really

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focuses on those on the aspect of the people, meaning

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that understanding that they as a manager, you have the

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people to do the work and that you need to

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give them the support in order to be able to

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execute better, to provide a better product. That it is

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very important to do that first part of connecting, which

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is one part of the framework that I discussed in

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the book, very important as a manager to connect first

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with the team, understand what are the strengths, what are

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their weaknesses as well, and or to have that self

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awareness as a manager to know what are the areas

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that we as managers need help to improve. That's a

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very important factor. Another one will be that if a

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manager that doesn't focus on the soft skill side may

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consider themselves that they may have a lot of knowledge

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on a specific area or that they have the solution

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for a particular problem, we don't necessarily understanding how to

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use the collective knowledge of the team to solve the problem.

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To help them, give them a framework to be able

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to collaborate effectively, to have good meetings that actually are

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good meetings that people want to attend, that are meetings

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that people come up with creative solutions. So you could have.

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If a manager doesn't necessarily focus on those specific areas

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of how can I reimprove my meetings, how can I

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really get the best out of my team, then they

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will probably not have the same results. And also a

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manager that may not necessarily be focusing on seft skills

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is also a person that may not be willing to

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learn from mistakes or cultivate a culture of continuous learning

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of mentorship. A manager that does have that awareness and

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have cultivate those skills, they are able to create an

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environment that is a that is healthy to have conflict

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within the team, that the team stops and reflects on

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what they're doing, and that also it's not just embracing

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failure necessarily, but that we can learn from it. That's

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the main difference is in between a manager that's process driven,

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skill set, the focus on on the job, but not

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taking into consideration how do we enrich that cultivating the

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skills of the team and creating the space for the

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team to thrive, and they don't realize that they will

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have better results. That way.

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Very well articulated, and I think it helps services and

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viewers start to recognize just how much room there is

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for all of us to grow absolutely not necessarily become

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well rounded per se because I think that's a little

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bit an outdated phrase, but to be able to have

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access and have cultivated the critical skills both technically as

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well as you know, the people side of the house.

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And so I think that was a wonderful way to

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help people understand that there's such a huge spectrum there

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to grow into. To do that, I really admire, you know,

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anything that's got a tight model to it. So your

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five c's approach to developing soft skills just really really accessible.

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And I want to also applaud you, Yadi, because as

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your book is shocked full of like really really practical, practical,

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actionable ways to develop these skills. So I really want

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to applaud you for creating like a really meaty book here.

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So let's do this.

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Let's let's let our listeners and viewers get just kind

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of a high level sort of tour, if you will,

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of these five seas, because we're going to, you know,

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in the next two segments, will dive more deeply into

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some of the more specific areas that skills that you

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want people to develop. So the five seeds are so.

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The five seeds are connect, then communicate, then collaborate and create,

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which are kind of group together, and then correct And

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each one of these sees focuses on what are the

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skills within each see that we need to develop as

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a team or as a manager, but as a team

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as well. So it provides a growth map because for example,

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we cannot go in either as a manager or even

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as a new member of a team to go ahead

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and let's let's just start creating new things, creating products

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without really connecting first. So we need to have build

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that trust with the team, understand their pain points or

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the pain points from the from the team, or the

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pain points from a customer perspective. So we need to

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connect first. Then we need to work a lot in

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the communication. Communication of course applies throughout, but I really

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plays emphasis here because communication is about listening, which is

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a critical aspect of working in the team, and we

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all are suck at it, as I said in the

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book that we are we're not great listeners. But setting

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also aside from listening, establishing, communicating the vision what are

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we working towards. So that's an aspect that once you connect,

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you communicate effectively, and once you have those elements you

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start working in deep, in depth with them with the

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collaboration and creation skills, which could include everything from how

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to manage our productivity, how do we prioritize effectively. There's

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so many skills within that area. But as a team

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or in an organization, we need to be in a

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constant state of collaboration at creation. But we also need

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to have the mindset that insan just coming in and

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producing things that we also need to cultivate the skills

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of the how do we collaborate and create? And then

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the last c being correct, which is a constant as well.

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But it's just like once we collaborated and created things,

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we need to take the time to step back and

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look at what is going well, what needs improvement, and

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also how do we create a culture of learning in

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the organization, how do we handle conflict even within a

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team like conflict could be a great thing for teams.

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So that's kind of like a roadmap that I've established

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based on my experience working with teams and realizing that

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all these elements need to be into place. And of

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course it's a constant cycle because then we go back

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to continue that connection, communication, laboration, creation, correction. So it's

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kind of like a cycle, but it helped to serve

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as a framework to select which are the skills that

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we need to select to cultivate first as we enter

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into a team. Nice.

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Yeah, very nice, beautiful way to let let our listening

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viewers go into our first brick as they consider those

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five seas. I'm your host, Doctor Lei's Cortets. We've been

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on the air with Yadir Racado. She's an organizational psychology

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practitioner who has been working with teams of developers and

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engineers with military organizations for over fifteen years. We've been

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talking about the importance of soft skills and how they

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make a difference for managerial effectiveness. And also she's now

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just introduced her five seas approach to developing soft skills.

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After the break, we're going to go into a tour

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and help serve up several different skill areas that you

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can learn to develop along the way. We'll be right back.

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Doctor Elise Cortes is a management consultant specializing in meaning

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and purpose. An inspirational speaker and author, she helps companies

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visioneer for greater purpose among stakeholders and develop purpose inspired

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leadership and meaning infused cultures that elevate fulfillment, performance and

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commitment within the workforce. To learn more or to invite

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a lease to speak to your organization, please visit her

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

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your employees working on purpose. This is working on Purpose

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with doctor Elise Cortes. To reach our program today or

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to open a conversation with Elise, send an email to

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Elise alisee at elisecortes dot com. Now back to working

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on Purpose.

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Thanks for stating with us, and welcome back to working

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on Purpose, your host, doctor Elie Cortes. As I am

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dedicated to help them create a world where organizations thrive

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because they are people thrive and they're led by inspirational

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leaders that help them find and to contribute their greatness,

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and we do business that better is the world. I

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keep researching and writing my own books. So one of

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my latest came out. It's called The Great Revitalization. How

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activating meaning and purpose can radically in liven your business.

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And I wrote it to help leaders understand what today's

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workforce really wants and needs to give their best and

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stick around, and I provide you twenty two best practices

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to equip you to provide that for them perior leadership

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in your culture. You can find my books on Amazon

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or my personal site at Leiscortes dot com if you

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are just now joining us. My guest as yodar Ocado.

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She's the author of Hardcore Soft Skills, A Guide to

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Work with Humans. So I really appreciated that you open

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pretty pretty handily after you know, just kind of introducing

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your concepts with the chapter on self awareness. And one

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of the things, of course that I know in my

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work and you do too, is just how critical that

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is and the huge gap that usually exists and what

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we think we are aware of in ourselves and really

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what's so so I really align with you know, the

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whole list of self skills that you offer in the

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book as a basis to self evaluate, but then you

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also go on to add a bit of a three

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six ticket put it there where you have them compare

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their self assessment with to other people to help illuminate

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their level of self awareness, which that you know they

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might be stronger in some areas or vice versa than

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what there are the people think. So I just if

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you could comment and expand a bit on you know

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that approach to self evaluation that you work with.

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Yeah, So when it came to that particular chapter, so's

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it's the beginning in terms of the first thing that

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we need to do in order to understand how do

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we improve or what it focus in a lot of

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on our strengths. So I created a list of different

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skills and in terms of assessing of what would good

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look like in terms of that particular skill, and then

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kind of like allowing us to take a kind of

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a check in to see, oh it's be or not be.

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Then the next part will be that we take that

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same assessment and we give it to another person and

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they without seeing their responses. The other person either a

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trusted colleagues, our spouses, or our friends, so they are

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able to fill it out as well. Because I wanted

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to do that so we could compare and contrast and

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see for examples that perhaps we may think that we

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are terrible at either a delegation or at a time management,

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and perhaps others think that, oh no, you are great

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at this, or communication or explaining complex concepts. So a

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lot of the times we think that we have either

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weaknesses or strengths, and others see that as things of

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great value for for us, so for them as well.

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So it is important as a team to identity to

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help the open it up to the team to help

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identify what are their strengths from the others, because they

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could recognize things that we don't see in ourselves. And

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also I want to to ensure that this was a

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very accessible self assessment, because there are of course very

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sophisticated tools to be able to assess, but at least

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I wanted to keep the people kind of like head started, like, hey,

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self assessment is not entirely scientific, but at least it

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helps us get a good understanding of what our strengths are.

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I think it's excellent and the list is really quite robust.

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Listeners and viewers, when you read her book, you're going

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to be surprised at the list of soft skills that

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she has in that assessment, and you start to realize

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there's a lot more to this area than you probably

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ever imagined. And to that end, one of the things

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that you talk about. You have a whole chapter entitled

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how to Navigate Office Politics, which of course is networking skills.

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And of course you and I both know that a

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lot of people that are really more technical. They loathe

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anything that has to do with politics and sometimes even networking.

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So could you talk a little bit about the importance

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of building good relationships with your colleagues, up down and

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all around, and just maybe ways that listeners and viewers

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can can start to build their networking skills and progress.

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You have a whole bunch of ways that you listen

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in the book, but we'll just maybe give them a

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couple of different ideas.

414
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Yeah, so building relationships, because I know office politics sounds

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so it may not have a necessary good connotation and

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people could say, like, no, I'm not that type of

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person who I woant to want engage in office politics

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in one way or another. We really all have to

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be engaged in those quote unquote politics because we need

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to be able to collaborate with others in order to

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get things done. So it's not just about meeting the

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people in your team. It's realizing that the thing I

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am working with in my team also depends on others.

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Others depend on my success, and it depends on others

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for my success. So even in working in organizations that

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you could sit next to a cubicle to another person

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and I find a lot of the times that you

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see that person every day, you don't even know what

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they do or what their interests are, and then realize like, oh,

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this was the person that I need to do all along.

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So I think it's very important to find ways to

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meet other people in the office, either it being like,

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for example, just creating spaces, just like offering to share

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your knowledge in in launch and Learned sessions or attending

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launch and Learned sessions for others. Also just do like

436
00:23:19.799 --> 00:23:22.279
I kind of to deliberate the effort or ready for

437
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working remote of like the follow up Fridays, which is

438
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to go ahead and reaching out to new people that

439
00:23:29.279 --> 00:23:32.279
perhaps maybe in your same area, but you haven't reachalite.

440
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I feel like, hey, I work on this projective team,

441
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and I see that you're also working with this project.

442
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When I get to know a little bit about your practices,

443
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and you will be surprised at how people react to

444
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that because people really, people really do want to connect.

445
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So those are some easy ways to understand that it's

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not about just going, you know, spending your day socializing

447
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the perception that we have. It's all about making sure

448
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that we really have to build connection with someone would

449
00:24:00.000 --> 00:24:02.440
start a projecting like a kickoff between that all the

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00:24:02.519 --> 00:24:05.359
team members that were really getting each other intail ways

451
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that we all need to be able to move beyond

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and break those silos that are in organizations that a

453
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lot of the times depends on us.

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Yea, I will add to that, Yeahdie, And that was

455
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such a beautiful rendition and I see it too it

456
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all over the years that I work with organizations, and

457
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of course you know oftentimes that's going to entail working

458
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with individual coaching, et cetera as well for the team members.

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Is so the team members that really build strong careers

460
00:24:33.680 --> 00:24:36.680
have those strong relationships. These are people that are speaking

461
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on their behalf when they're not in the room because

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they've developed those relationships they are they have access to

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them to ask them critical questions on how to be

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able to elevate their career and work through problems because

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they made those relationships and it's just a much smoother

466
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way to go. It's it's work, and it takes talent

467
00:24:53.319 --> 00:24:55.440
to do it, but boy is it worth it to develop,

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you know, these networking social relational skills.

469
00:24:59.079 --> 00:25:01.640
Yeah, and it is, and particularly now because we know

470
00:25:02.400 --> 00:25:05.200
for people that are looking for work and or people

471
00:25:05.240 --> 00:25:08.640
that have fun work. A lot of the testimonials that

472
00:25:08.759 --> 00:25:11.720
we hear is that it wasn't through just normally applying

473
00:25:12.160 --> 00:25:15.519
resume or being picked for a job or people you

474
00:25:15.599 --> 00:25:18.480
don't know. It's based on those relationships that you build

475
00:25:18.519 --> 00:25:21.920
throughout your career, and those are very could be very healthy,

476
00:25:22.319 --> 00:25:25.279
satisfying relationships work because you get to learn from them

477
00:25:25.519 --> 00:25:29.160
exchange information. So it is very important to just take

478
00:25:29.240 --> 00:25:32.160
the time, like one day a week like I suggest,

479
00:25:32.400 --> 00:25:35.799
or other times maybe using LinkedIn as well. It's a

480
00:25:35.920 --> 00:25:38.920
great way to get to know others on your field

481
00:25:39.279 --> 00:25:43.440
and really take the time to develop relationships, meaning that

482
00:25:43.720 --> 00:25:48.079
you collaborate knowledge, you exchange ideas, and it's such a

483
00:25:48.200 --> 00:25:51.039
fun way to do that because it's not about you know,

484
00:25:51.720 --> 00:25:55.559
giving a card or you know, giving your elevator speech.

485
00:25:55.839 --> 00:25:58.519
It's about really sharing knowledge. That are some of the

486
00:25:58.559 --> 00:26:00.680
great ways to build a relationships.

487
00:26:01.200 --> 00:26:04.319
Absolutely love that. I'm going to move this on to

488
00:26:04.440 --> 00:26:06.440
the idea of you know, your chapter on how to

489
00:26:06.480 --> 00:26:08.839
Get Along, which is really about building a team contract.

490
00:26:08.880 --> 00:26:11.599
And I think this is such a powerful concept that

491
00:26:11.960 --> 00:26:14.960
so many teams are not implementing. And I learned it

492
00:26:15.039 --> 00:26:17.440
really Yati the first time when I was teaching at

493
00:26:17.440 --> 00:26:19.559
the University of Phoenix and then later at the Southern

494
00:26:19.599 --> 00:26:25.160
Methods University as an adjunct, they had us do team contracts. So,

495
00:26:25.960 --> 00:26:28.200
and this is so important, especially when you have a

496
00:26:28.279 --> 00:26:31.359
team that you know has virtual people on it, hybrid

497
00:26:31.400 --> 00:26:33.680
people on it. It's critical. So if you could speak

498
00:26:33.680 --> 00:26:37.599
a little bit to this idea of team contract.

499
00:26:37.720 --> 00:26:41.319
Yes, and team contract, even though it may sound so official,

500
00:26:41.759 --> 00:26:46.119
it's not referring to like a human resources standard procedures,

501
00:26:46.319 --> 00:26:50.079
just basically that like an agreement between the team members

502
00:26:50.480 --> 00:26:56.359
to define how are we going to communicate, which meetings

503
00:26:56.359 --> 00:26:58.880
are we going to have, or how are we going

504
00:26:58.920 --> 00:27:01.640
to prioritize what are the roles? That's one of the

505
00:27:01.759 --> 00:27:03.599
things that it's a lot of the teams that have

506
00:27:03.680 --> 00:27:06.359
been working for years you see that a lot of

507
00:27:06.400 --> 00:27:10.599
the conflict is it stems from non clarity on the

508
00:27:10.799 --> 00:27:13.480
roles or no clarity on the outcomes, like what is it?

509
00:27:13.559 --> 00:27:15.920
What are we're working towards? What is it? When do

510
00:27:16.039 --> 00:27:19.279
we know that we are done with something like setting

511
00:27:19.319 --> 00:27:23.519
those expectations since the beginning and having just a kind

512
00:27:23.519 --> 00:27:26.319
of a living document of you get together. You get

513
00:27:26.440 --> 00:27:29.240
some person can started a manager who start it. But

514
00:27:29.440 --> 00:27:32.000
it's very important that it's developed with the input from

515
00:27:32.079 --> 00:27:34.720
the team. So they at the end they all agree

516
00:27:34.880 --> 00:27:36.559
and they realize like, hey, we're going to look at

517
00:27:36.599 --> 00:27:40.920
it together and in the near future assess, reassess. But

518
00:27:41.000 --> 00:27:43.480
at least you said those expectations to the beginning. Since

519
00:27:43.480 --> 00:27:47.319
the beginning, like prioritizing. Another factor is if conflict occurs,

520
00:27:47.359 --> 00:27:49.799
how are going to manage that? So for example, making

521
00:27:49.839 --> 00:27:52.240
sure that if there's conflict, we're going to dedicate a

522
00:27:52.279 --> 00:27:54.920
space to it. So there could be many things added

523
00:27:54.960 --> 00:27:58.519
to that team contract. But I guarantee that it's even

524
00:27:58.559 --> 00:28:00.279
if you've been working with a team for a lot time.

525
00:28:00.440 --> 00:28:03.160
Is a practice that I suggest everybody to do it

526
00:28:03.319 --> 00:28:05.960
because it will save so much headache later on.

527
00:28:06.960 --> 00:28:08.960
I really agree with that. And that's where you know,

528
00:28:09.119 --> 00:28:11.359
being able to indicate, you know, what are you really

529
00:28:11.680 --> 00:28:15.200
you know, prioritizing or evaluating their performance on. Is it

530
00:28:15.319 --> 00:28:17.680
that they're present that you can you know, contact them

531
00:28:17.680 --> 00:28:20.319
at any any moment during the day they're findable, or

532
00:28:20.440 --> 00:28:22.160
is it what they actually put out at the end

533
00:28:22.160 --> 00:28:23.359
of the day or the end of the week that

534
00:28:23.400 --> 00:28:26.359
you're really focused on that kind of stuff. Delineating that

535
00:28:26.519 --> 00:28:29.920
can save a whole lot of headache. You know, you

536
00:28:30.119 --> 00:28:32.720
feeling frustrated as the manager, you getting fired as the

537
00:28:32.839 --> 00:28:35.680
as the team member for not meeting expectations. So I

538
00:28:36.000 --> 00:28:37.759
think this team charter thing is gold.

539
00:28:39.079 --> 00:28:40.799
Yes, I think it doesn't have to be perfect. So

540
00:28:40.920 --> 00:28:43.400
if we remove the expectation that we have to have

541
00:28:43.480 --> 00:28:46.000
the perfect contract and we spend so much time drafting it,

542
00:28:46.279 --> 00:28:48.119
we shouldn't do that. We should just say like, Okay,

543
00:28:48.200 --> 00:28:50.640
this is an actual version and it's based on the

544
00:28:50.720 --> 00:28:53.240
lessons that we learn. We will modify along the way

545
00:28:53.759 --> 00:28:56.359
and brings in it. That way will take away a

546
00:28:56.400 --> 00:28:59.440
lot of the pressure because it just it's having it

547
00:28:59.640 --> 00:29:03.240
will say time and effort, and also it's part of

548
00:29:03.279 --> 00:29:05.640
the continuous improvement of the team. As a team evolves,

549
00:29:05.960 --> 00:29:08.279
then new challenges will come in and new things will

550
00:29:08.279 --> 00:29:09.759
need to be added to that team contract.

551
00:29:10.400 --> 00:29:13.839
Exactly beautiful. So we have to talk about your chapter

552
00:29:13.960 --> 00:29:15.920
that you have. It's called how to keep yourself and

553
00:29:16.000 --> 00:29:19.440
others engaged. This is motivation skills that you're addressing here

554
00:29:19.480 --> 00:29:19.720
and now.

555
00:29:19.799 --> 00:29:20.480
This at a time.

556
00:29:20.559 --> 00:29:22.920
Listeners and viewers, if you don't understand these numbers are

557
00:29:23.000 --> 00:29:26.359
really they're really, you know, kind of overwhelming. The global

558
00:29:26.519 --> 00:29:30.640
employee engagement rate is twenty one percent. So that what

559
00:29:30.720 --> 00:29:32.680
that means listeners and viewers. If you have ten people

560
00:29:32.759 --> 00:29:34.559
on your team, that means that two of them are

561
00:29:34.680 --> 00:29:37.119
charging forward to produce results for you and eight of

562
00:29:37.200 --> 00:29:39.920
them are either holding steady or pulling you back. I

563
00:29:39.960 --> 00:29:42.119
don't know how you produce results with that. In the

564
00:29:42.240 --> 00:29:45.359
United States it's thirty one percent, so you know a

565
00:29:45.400 --> 00:29:48.839
little better here. So learning how to become a more

566
00:29:48.920 --> 00:29:52.920
effective manager that knows how to motivate your team is

567
00:29:52.960 --> 00:29:55.599
pretty darn critical today. So sure with us a little

568
00:29:55.640 --> 00:29:58.799
bit about some ways that they can work on elevating engagement.

569
00:29:59.519 --> 00:30:04.720
Yeah, even motivation. Of course, having a good paycheck motivates teams,

570
00:30:04.799 --> 00:30:08.400
or having perks, those are key motivating factors, of course,

571
00:30:08.599 --> 00:30:13.240
but really try teams that intrinsic motivation. Are some key

572
00:30:13.319 --> 00:30:15.960
factors that I've got from the book of and the

573
00:30:16.039 --> 00:30:21.119
work of Daniel pink In regards of the elements of autonomy, mastery,

574
00:30:21.319 --> 00:30:25.119
and purpose. So autonomy meaning that the team want to

575
00:30:25.200 --> 00:30:28.079
be able to work or individuals want to be able

576
00:30:28.119 --> 00:30:29.720
to work on the things they want to work on.

577
00:30:30.240 --> 00:30:33.799
So being conscious as a manager that we want to

578
00:30:33.839 --> 00:30:36.960
provide to the teams, not the exact pathway, but just

579
00:30:37.200 --> 00:30:39.559
at least give them the ability to be autonomous with

580
00:30:39.759 --> 00:30:44.960
either specific projects or specific initiatives or steps. Keeping that

581
00:30:45.079 --> 00:30:50.519
in mind the purpose is it's key because even particularly

582
00:30:50.839 --> 00:30:54.079
the example of military organizations that they go, they're deployed,

583
00:30:54.319 --> 00:30:59.000
they are working really you know, tough jobs, but when

584
00:30:59.039 --> 00:31:00.960
they have in mind that this is to meet a

585
00:31:01.039 --> 00:31:04.000
particular mission and need to meet the mission, they have

586
00:31:04.200 --> 00:31:07.200
that very clear. And the same principle can be applied

587
00:31:07.279 --> 00:31:09.799
to any team, which as long as you know that

588
00:31:09.920 --> 00:31:12.960
there's a purpose that is just aside from get the

589
00:31:13.039 --> 00:31:15.799
thing complete, it's more about how it's going to benefit

590
00:31:16.200 --> 00:31:19.400
the end user, how is is going to benefit the organization.

591
00:31:19.680 --> 00:31:22.799
Having that and communicating that to the team regularly is

592
00:31:23.000 --> 00:31:28.480
very It's critical to build that motivation, so purpose, autonomy,

593
00:31:28.559 --> 00:31:31.640
and then mastery. And that's the part where we initially

594
00:31:31.720 --> 00:31:34.880
when we talked about the access in our strengths. When

595
00:31:34.920 --> 00:31:37.920
we focus on our strengths and not necessary not our weaknesses,

596
00:31:37.960 --> 00:31:39.720
but just focusing on the things that we're good at,

597
00:31:40.200 --> 00:31:44.519
that really motivates us because we are able to demonstrate

598
00:31:44.640 --> 00:31:48.799
our knowledge. So by us understanding what are the strengths

599
00:31:48.880 --> 00:31:51.039
of the team, then we can place them in different

600
00:31:51.240 --> 00:31:55.279
roles that are specific and aligned to their specific strength.

601
00:31:55.799 --> 00:31:59.680
So those three key factors are to be considered in

602
00:31:59.759 --> 00:32:03.400
all to be able to motivate our teams to the

603
00:32:03.519 --> 00:32:06.039
work and get them more engaged and improve those metrics

604
00:32:06.079 --> 00:32:08.279
that that we're referring.

605
00:32:07.920 --> 00:32:12.480
To, staggering metrics that I referred to. Yes, awesome, Okay,

606
00:32:12.559 --> 00:32:14.680
Well let's with that. Now that we've talked a little

607
00:32:14.680 --> 00:32:18.240
bit about the aspect of engagement and motivation, let's motivate

608
00:32:18.319 --> 00:32:22.079
our listeners and viewers with a break. That's our last one.

609
00:32:22.119 --> 00:32:24.160
I'm your host, doctor Elise Cortes. We've been on the

610
00:32:24.200 --> 00:32:27.920
air with your Deracado. She's an organizational psychology practitioner who's

611
00:32:27.960 --> 00:32:30.839
been working with teams of developers and engineers with military

612
00:32:31.039 --> 00:32:33.960
organizations for over fifteen years. We've been getting into some

613
00:32:34.079 --> 00:32:36.880
of the specific skills that she teaches and talks about

614
00:32:36.880 --> 00:32:39.000
in her book. After the break, we will continue on

615
00:32:39.640 --> 00:32:43.359
and talk about the importance of stopping micromanaging. We'll be

616
00:32:43.480 --> 00:32:43.839
right back.

617
00:32:58.680 --> 00:33:02.200
Doctor Elise Cortez is a management consultant specializing in meaning

618
00:33:02.279 --> 00:33:06.119
and purpose. An inspirational speaker and author, she helps companies

619
00:33:06.200 --> 00:33:09.960
visioneer for greater purpose among stakeholders and develop purpose inspired

620
00:33:10.079 --> 00:33:14.000
leadership and meaning infused cultures that elevate fulfillment, performance, and

621
00:33:14.119 --> 00:33:17.319
commitment within the workforce. To learn more or to invite

622
00:33:17.319 --> 00:33:20.079
a lease to speak to your organization, please visit her

623
00:33:20.160 --> 00:33:23.359
at elisecortes dot com. Let's talk about how to get

624
00:33:23.400 --> 00:33:32.160
your employees working on purpose. This is Working on Purpose

625
00:33:32.319 --> 00:33:35.519
with doctor Elise Cortes. To reach our program today or

626
00:33:35.640 --> 00:33:38.359
to open a conversation with Elise, send an email to

627
00:33:38.480 --> 00:33:44.440
Elise alisee at elisecortes dot com. Now back to working

628
00:33:44.559 --> 00:33:45.200
on Purpose.

629
00:33:51.000 --> 00:33:52.640
Thanks for saying with us, and welcome back to working

630
00:33:52.680 --> 00:33:55.559
on Purpose. I'm your host, Doc Jovis Cortes. As you

631
00:33:55.599 --> 00:33:57.799
know by now, this program is dedicated to empowering and

632
00:33:57.880 --> 00:34:00.599
inspiring you along your jurney to realize more of your potential.

633
00:34:00.920 --> 00:34:02.279
If you want to learn more about how we can

634
00:34:02.319 --> 00:34:04.480
work together and learn about the Gusto Now Academy for

635
00:34:04.640 --> 00:34:07.920
leaders and individuals who on various journeys alike, make your

636
00:34:07.960 --> 00:34:10.960
way to Gusto dash now dot com and then head

637
00:34:11.039 --> 00:34:13.639
and navigate to the training tab. You'll find the academy there.

638
00:34:13.840 --> 00:34:15.920
Love to have you join us. If you are just

639
00:34:16.000 --> 00:34:18.400
coming into the program. My guest is Yadi Rocado. She's

640
00:34:18.440 --> 00:34:21.599
the author of Hardcore Soft Skills A Guy to Work

641
00:34:21.679 --> 00:34:26.599
with Humans. So this next bit here on micromanagement, it's

642
00:34:26.679 --> 00:34:29.480
just so important to talk about because I know this

643
00:34:29.599 --> 00:34:33.960
from my own experience training and developing supervisors, managers and leaders,

644
00:34:34.039 --> 00:34:36.639
how hard it can be sometimes to let go and you,

645
00:34:37.119 --> 00:34:40.079
especially when you're earlier in your career, it's very hard

646
00:34:40.159 --> 00:34:42.559
to let go and let other people do work in

647
00:34:42.639 --> 00:34:46.440
their own way. And so but this notion of learning

648
00:34:46.519 --> 00:34:51.280
how to stop micromanaging and develop good strong dedication skills

649
00:34:51.440 --> 00:34:54.920
is really really important. And I know you mentioned that

650
00:34:55.000 --> 00:34:57.960
this was hard for you too, as soon as all

651
00:34:57.960 --> 00:34:59.360
of us as we go through this process.

652
00:35:00.239 --> 00:35:04.599
Yes, it was because I have a person who had

653
00:35:04.679 --> 00:35:09.760
trouble delegating, and it was particularly for example, certain impositions

654
00:35:09.800 --> 00:35:11.480
that it was just me. And then kind of growing

655
00:35:11.519 --> 00:35:14.480
a team, that becomes very difficult to be able to

656
00:35:14.559 --> 00:35:17.119
kind of let go and trust the team to do

657
00:35:17.239 --> 00:35:23.480
the way things with the better even better outcomes, but

658
00:35:24.039 --> 00:35:26.679
in different processes as well. So it's something that I've

659
00:35:26.679 --> 00:35:28.880
struggled with. And this is the part that one of

660
00:35:28.960 --> 00:35:30.480
the things that I really wanted to focus in the

661
00:35:30.480 --> 00:35:33.039
book because I've also been working alongside of people that

662
00:35:33.079 --> 00:35:36.960
can be macro managers and seeing the impact that it

663
00:35:37.079 --> 00:35:39.639
can have in a workplace culture. It creates a really

664
00:35:39.719 --> 00:35:42.840
toxic work environment because people just kind of like throw

665
00:35:42.920 --> 00:35:44.840
their hands off and just say, like, you know what,

666
00:35:45.039 --> 00:35:47.119
I'm just just tell me exactly what to do and

667
00:35:47.239 --> 00:35:50.119
I'll just I'll do the thing without and they feel

668
00:35:50.320 --> 00:35:54.480
demralized to kind of be able to work successfully.

669
00:35:54.400 --> 00:35:57.880
And resentful too, you know as well. And now we

670
00:35:57.960 --> 00:35:59.320
go back and tie back to what we were talking

671
00:35:59.320 --> 00:36:01.039
about just before the break. One of the ways to

672
00:36:01.159 --> 00:36:04.960
motivate the team is through autonomy. So autonomy also can

673
00:36:05.000 --> 00:36:07.840
be used when we give our team members, we say,

674
00:36:07.880 --> 00:36:09.239
this is the end result that I need you to

675
00:36:09.360 --> 00:36:11.280
produce by this time, and here's what good looks like,

676
00:36:11.360 --> 00:36:13.880
by the way, and then you give them the autonomy

677
00:36:14.000 --> 00:36:16.719
to do it their way, discover new ways to do it.

678
00:36:16.840 --> 00:36:19.760
Sometimes sometimes you need you need you need to check

679
00:36:19.800 --> 00:36:21.159
in to make sure they're okay and they don't need

680
00:36:21.519 --> 00:36:24.440
more support or more materials or whatever. But oftentimes you

681
00:36:24.559 --> 00:36:26.920
just might be delighted with what they produce that you

682
00:36:27.119 --> 00:36:28.960
never could have come up with that, and they came

683
00:36:29.039 --> 00:36:31.559
up with something much better, and that's what it's delightful

684
00:36:31.679 --> 00:36:33.320
to be able to learn how to delegate.

685
00:36:34.519 --> 00:36:37.840
Yes, indeed, and going back to the this is why

686
00:36:37.920 --> 00:36:40.320
in the five seis framework, so connecting first you get

687
00:36:40.360 --> 00:36:43.440
to know your team and there's strengths. Then communicating, meaning

688
00:36:43.519 --> 00:36:46.960
that part of where you really communicated as a manager,

689
00:36:47.320 --> 00:36:49.199
what is the outcome? What is a big picture that

690
00:36:49.320 --> 00:36:51.880
you want to achieve with the with the work of

691
00:36:51.960 --> 00:36:56.039
the team. And then that's when the part of handing

692
00:36:56.119 --> 00:36:59.679
to the team, Okay, collaboration and creation, so giving them

693
00:37:00.199 --> 00:37:02.639
the growth map of hey, here's what we need to

694
00:37:02.719 --> 00:37:05.519
develop and really trusting the team based on their strengths

695
00:37:05.559 --> 00:37:07.360
of how they're going to how they're going to do

696
00:37:07.440 --> 00:37:10.320
the thing. But also we don't need to be inserted

697
00:37:10.400 --> 00:37:12.440
along the way in every step of the way, like

698
00:37:12.840 --> 00:37:17.360
things actions that we may be committing right now, which

699
00:37:17.400 --> 00:37:19.639
are like I need to be included in every email,

700
00:37:20.239 --> 00:37:23.000
or I need to be participating in every single meeting,

701
00:37:23.239 --> 00:37:26.920
or hey, if I'm on vacation, hold everything, don't work

702
00:37:26.960 --> 00:37:29.000
on anything because I'm going on vacation, and then once

703
00:37:29.079 --> 00:37:31.960
when I return, we'll work on the thing again. Those

704
00:37:32.000 --> 00:37:34.880
are basically things that we set the team for failure

705
00:37:34.960 --> 00:37:37.960
because we're limiting their ability and as you say that,

706
00:37:38.000 --> 00:37:41.000
they could create so better, so much better results. So

707
00:37:41.199 --> 00:37:43.000
we need to be conscious of those things that we

708
00:37:43.159 --> 00:37:45.880
do and give the team the power to be able

709
00:37:45.960 --> 00:37:48.079
to produce something great. And we all can learn it

710
00:37:48.199 --> 00:37:48.559
on the way.

711
00:37:49.719 --> 00:37:52.199
I love that one hundred percent. And then you have

712
00:37:52.280 --> 00:37:54.920
a chapter or an area on how to criticize without

713
00:37:55.000 --> 00:37:58.039
making or taking it personal. So it's just about feedback skills,

714
00:37:58.079 --> 00:38:00.920
and boy, this is such a power orful skill to learn.

715
00:38:01.000 --> 00:38:02.960
You do how to do this well? You know that

716
00:38:03.079 --> 00:38:06.519
you can literally help get corrective or constructive feedback to

717
00:38:06.559 --> 00:38:08.960
somebody in a way that they so appreciate it instead

718
00:38:09.000 --> 00:38:12.039
of you know, feeling demoralized by or small by or

719
00:38:12.239 --> 00:38:14.840
you need to feel a take a posture of defense.

720
00:38:15.519 --> 00:38:17.159
So talk to us a bit. You've got this, you

721
00:38:17.199 --> 00:38:20.440
know the five season providing feedback, but can you talk

722
00:38:20.480 --> 00:38:23.480
to us first about you know, the criticality of the feedback.

723
00:38:23.760 --> 00:38:25.760
How can we not take it personally and how can

724
00:38:25.800 --> 00:38:26.159
we give it?

725
00:38:26.239 --> 00:38:31.079
Well? Yeah, so feedback is very hard skill to master

726
00:38:31.320 --> 00:38:33.639
giving and we giving feedback too because a lot of

727
00:38:33.719 --> 00:38:36.920
times that when people give us feedback, even we may

728
00:38:37.000 --> 00:38:39.039
not recognize it or just say hey, thank you and

729
00:38:39.159 --> 00:38:42.519
really recognize that we need something good, or we get

730
00:38:42.719 --> 00:38:46.719
very defensive and kind of want to feel that we're

731
00:38:46.760 --> 00:38:50.480
taking it personal. So I think part of the things

732
00:38:50.679 --> 00:38:54.440
we recognize is that when giving feedback, for example, as

733
00:38:54.480 --> 00:38:57.760
a manager, is very tough because we need to focus

734
00:38:58.000 --> 00:39:01.960
on this specific process or activity and not eat the

735
00:39:02.000 --> 00:39:05.480
feedback directly, like you as a person, here's how you are,

736
00:39:05.840 --> 00:39:08.880
or here is you're a pad communicator, or you are

737
00:39:09.199 --> 00:39:14.039
a you are terrible time management, or things that really

738
00:39:14.119 --> 00:39:17.280
could be personal. So it's not our place or in

739
00:39:17.360 --> 00:39:22.360
anybody's place in a work environment to provide feedback in

740
00:39:22.519 --> 00:39:25.400
that way. We need to focus on this specifically, very

741
00:39:25.440 --> 00:39:28.320
specific about things that didn't work out, Like, for example,

742
00:39:28.400 --> 00:39:32.000
if you consider that that person needs to be able

743
00:39:32.119 --> 00:39:35.920
to provide better demonstrations to say, hey, I noticed this

744
00:39:36.039 --> 00:39:39.239
on the demonstration. Here's a suggestion. You ask if you

745
00:39:39.280 --> 00:39:41.960
can provide a suggestion, and once a person is seeking

746
00:39:42.000 --> 00:39:45.159
to that, you say like, here's what it didn't achieve

747
00:39:45.400 --> 00:39:49.119
or here's what I thought could be improved on that

748
00:39:49.199 --> 00:39:52.519
particular conslution, but always really focusing on the process or

749
00:39:52.599 --> 00:39:56.800
this specific activity, and it's very important to be direct

750
00:39:56.840 --> 00:39:58.239
because a lot of the times we think that the

751
00:39:58.320 --> 00:40:02.079
sandwich approach of like compliment, then bad thing, and then

752
00:40:02.119 --> 00:40:04.239
closely with a compliment. Sometimes we can see you through

753
00:40:04.280 --> 00:40:05.840
the surface and you say like, hey, just be the

754
00:40:05.960 --> 00:40:08.800
requidly and it's more affected that way. As long as

755
00:40:08.840 --> 00:40:12.760
we focus on the on the process part, and also

756
00:40:12.960 --> 00:40:15.400
if we're seeing feedback, we also need to recognize that

757
00:40:15.480 --> 00:40:18.039
there are instances that people could be wearing insulting so

758
00:40:18.159 --> 00:40:20.719
we need to make sure that if it gets personal,

759
00:40:20.800 --> 00:40:23.800
that the attack are our character, then we need to

760
00:40:23.880 --> 00:40:26.280
put it s up to those situations. So again focusing

761
00:40:26.320 --> 00:40:29.079
a lot on the process part and being very specific

762
00:40:29.280 --> 00:40:30.800
about what we're giving feedback on.

763
00:40:32.559 --> 00:40:35.159
I liked you know, your five c's anytime you have

764
00:40:35.239 --> 00:40:39.360
the ability to create something like that, and the great vitalization.

765
00:40:39.480 --> 00:40:42.880
I organized the whole book around the acronym of Gusto now,

766
00:40:42.920 --> 00:40:45.039
which of course is my company name, but it's from

767
00:40:45.079 --> 00:40:47.239
It's more memorable. So I really like though that you

768
00:40:47.440 --> 00:40:50.440
offer when we're we're giving you know, good feedback that

769
00:40:50.559 --> 00:40:53.519
we you know, we consider the context, the actual content

770
00:40:53.599 --> 00:40:56.760
of the message, what do we actually want to see changed.

771
00:40:57.039 --> 00:40:58.920
We do it with compassion, and then we have a

772
00:40:59.000 --> 00:41:02.559
close that somehow you communicates that we care about this person,

773
00:41:02.639 --> 00:41:04.880
that are invested in them or something. And I think

774
00:41:04.920 --> 00:41:07.920
that's that that helps people because this is hard. It's

775
00:41:07.960 --> 00:41:12.639
hard to learn how to give constructive, caring feedback.

776
00:41:13.760 --> 00:41:17.840
Yes, and having those elements in mind. And also one

777
00:41:17.920 --> 00:41:21.000
key advice for managers too is that as we consider

778
00:41:21.079 --> 00:41:24.599
giving feedback, we also need to be willing to receive

779
00:41:24.639 --> 00:41:28.360
feedback as well, and ask from people at above our

780
00:41:28.519 --> 00:41:33.760
level or or others in it that are peers. It's

781
00:41:33.920 --> 00:41:36.599
important to say like, hey, I'm giving you feedback, being

782
00:41:36.679 --> 00:41:38.800
open to say like hey, if you have specific feedback

783
00:41:38.840 --> 00:41:41.280
for me, or what things do you think I could

784
00:41:41.280 --> 00:41:43.679
help you better at where I can improve that. It's

785
00:41:43.679 --> 00:41:46.400
also very important to have that humility to be able

786
00:41:46.480 --> 00:41:48.079
to accept feedback from our team.

787
00:41:47.920 --> 00:41:51.440
Members to hundred percent yeah, in fact, you know, I've

788
00:41:51.440 --> 00:41:53.599
had people On my podcast, Jeff Wetsler talks a lot

789
00:41:53.639 --> 00:41:56.239
about the importance of creating a relationship in which you

790
00:41:56.320 --> 00:41:58.360
make it safe for people to give you feedback and

791
00:41:58.400 --> 00:42:01.639
so how much that accelerates your own development When you

792
00:42:01.760 --> 00:42:04.480
can create a relationship in a space for people willing

793
00:42:04.480 --> 00:42:06.280
to be able to say Hey, boss, I think you

794
00:42:06.360 --> 00:42:07.079
messed up back there.

795
00:42:07.119 --> 00:42:08.039
Here's what I saw.

796
00:42:08.639 --> 00:42:10.320
Without you know, most of the time, you were never

797
00:42:10.440 --> 00:42:12.360
going to hear that feedback. And by the way, the

798
00:42:12.480 --> 00:42:14.239
more you grow in your career, the less you're going

799
00:42:14.320 --> 00:42:16.039
to hear that feedback from your team membersh because you

800
00:42:16.079 --> 00:42:19.920
get really scary the higher you go up. So you know,

801
00:42:19.960 --> 00:42:22.840
you're kind off really valuable input when you when you

802
00:42:23.000 --> 00:42:24.199
don't receive that feedback.

803
00:42:25.039 --> 00:42:28.920
Yeah, And one key to that that I've tried is

804
00:42:30.039 --> 00:42:34.679
when it comes to working with teams and either as

805
00:42:34.719 --> 00:42:38.760
a facilitator, would be to request feedback from the team members.

806
00:42:38.760 --> 00:42:41.719
Don't necessarily like to winning a meeting, but say if

807
00:42:41.760 --> 00:42:44.519
you were a manager, what would you do differently? So

808
00:42:44.639 --> 00:42:47.400
that's a way to kind of not attack the manager personally.

809
00:42:47.719 --> 00:42:49.440
It's a way to say, like, oh, this are some

810
00:42:49.719 --> 00:42:52.079
key things that hey, if there were managers that will

811
00:42:52.119 --> 00:42:55.960
do And that's kind of indirect direct feedback for the manager,

812
00:42:56.039 --> 00:42:58.719
but it's it's a way that the team feels a

813
00:42:58.760 --> 00:43:00.559
little bit more safe to provide the things that they

814
00:43:00.639 --> 00:43:03.880
wish they could see change without necessarily feeling that they

815
00:43:03.920 --> 00:43:05.840
have to get one on one with you to give advice.

816
00:43:07.199 --> 00:43:10.000
Excellent Okay, So I can't let you get off the

817
00:43:10.039 --> 00:43:13.159
podcast without talking about this. You have a chapter it

818
00:43:13.199 --> 00:43:15.760
says how to deal with constant change, which of course

819
00:43:15.800 --> 00:43:19.400
adaptability skills in today's environment in twenty twenty six and

820
00:43:19.920 --> 00:43:22.840
after last year and all the crazy you know, AI

821
00:43:22.920 --> 00:43:30.199
intro introductions, automation, tariffs, wars, you know everything else, craziness.

822
00:43:30.480 --> 00:43:34.920
So you know, being able to deal with constant change,

823
00:43:35.039 --> 00:43:38.039
you learn this skill, boy, you know you're going to start.

824
00:43:38.159 --> 00:43:41.960
You know, your health increases incredibly and so do your results.

825
00:43:42.039 --> 00:43:44.360
So let's talk about a few ways to help our

826
00:43:44.639 --> 00:43:46.960
listeners and viewers handle constant change.

827
00:43:48.079 --> 00:43:51.800
Yes, and it's so hard because dealing with change. Change

828
00:43:51.880 --> 00:43:56.360
sucks a lot of times, and particularly if our organizations

829
00:43:56.360 --> 00:43:58.960
are downsizing, if we see peers that are even the

830
00:43:59.079 --> 00:44:03.719
organization on willingly or roles changing. So it's very difficult.

831
00:44:03.800 --> 00:44:08.039
So it is it sounds very kind of to positive

832
00:44:08.639 --> 00:44:11.920
optimism here, but I think it's very important to keep

833
00:44:11.960 --> 00:44:15.079
a mindset of like, Okay, well, let's focus on the

834
00:44:15.199 --> 00:44:17.400
things I can control. There's all the things we have

835
00:44:17.559 --> 00:44:20.440
like a kind of like a circle to identify those

836
00:44:20.519 --> 00:44:24.000
things that change is happening. I cannot stop, you know, layoffs.

837
00:44:24.039 --> 00:44:27.719
I cannot stop role shifting. So here's the things that

838
00:44:27.800 --> 00:44:29.880
I can control, and really make a list of those things,

839
00:44:29.960 --> 00:44:33.400
meaning like the skills that you have, you can develop

840
00:44:33.480 --> 00:44:36.360
new skills. You can identify people that are happening in

841
00:44:36.440 --> 00:44:38.960
the roles or that have like the change that you're

842
00:44:39.000 --> 00:44:41.239
about to set into. Like let's say they change your role,

843
00:44:41.599 --> 00:44:44.599
you can identify another person who's in that same role

844
00:44:44.800 --> 00:44:46.880
that they just love what they do, and talk to

845
00:44:46.960 --> 00:44:48.760
that person and see what it's so good about that

846
00:44:48.840 --> 00:44:52.880
particular role. So it's keeping that mindset of Hey, in

847
00:44:53.000 --> 00:44:55.559
this new role, perhaps I could develop new skills. I

848
00:44:55.679 --> 00:44:58.719
will have a learning curve, but it allows me to

849
00:44:58.800 --> 00:45:00.880
have better skills for the that I want to get

850
00:45:00.920 --> 00:45:04.840
on later on in the near future. So taking every

851
00:45:05.199 --> 00:45:07.239
just focusing on the things that we can control, it's

852
00:45:07.280 --> 00:45:09.960
a very powerful action because we just have to realize

853
00:45:10.000 --> 00:45:12.159
that change is going to happen. Our roles are not

854
00:45:12.239 --> 00:45:14.239
going to be the same in five years, and let's

855
00:45:14.280 --> 00:45:17.719
just be willing to grow and identify opportunities where the

856
00:45:17.880 --> 00:45:19.079
change could be good.

857
00:45:20.360 --> 00:45:20.760
I love that.

858
00:45:20.800 --> 00:45:23.400
I love also how crisp you are in your answers.

859
00:45:23.559 --> 00:45:26.199
We get we're getting so much out of you. Let's

860
00:45:26.599 --> 00:45:29.079
kind of get close to the show here with just

861
00:45:29.199 --> 00:45:31.199
if you can share just briefly, like you know, something

862
00:45:31.239 --> 00:45:33.239
of a case study of the organization that you worked

863
00:45:33.280 --> 00:45:36.639
with that to help them develop these hardcore soft skills.

864
00:45:36.679 --> 00:45:38.280
So help us understand what were they dealing with, what

865
00:45:38.480 --> 00:45:39.920
was the problem by would they want to bring you

866
00:45:40.039 --> 00:45:42.599
in and how did your intervention help them?

867
00:45:43.360 --> 00:45:46.960
Yeah, so I'll provide an example which was specifically not

868
00:45:47.480 --> 00:45:50.199
targeted to, hey, we want to teach these people how

869
00:45:50.239 --> 00:45:52.599
to learn soft skills, but it was when I was

870
00:45:52.679 --> 00:45:57.199
fasked to work with the leadership to create a transformation

871
00:45:57.440 --> 00:46:00.719
efforts in the organizations like become more agile and help

872
00:46:00.800 --> 00:46:04.519
a whole it organization improve the way they were working

873
00:46:04.639 --> 00:46:09.119
become more agile adapted change. So it wasn't specifically on, hey,

874
00:46:09.239 --> 00:46:12.199
let's make sure that everybody is better at self skills.

875
00:46:12.639 --> 00:46:16.039
What I did was kind of this help environment helped

876
00:46:16.079 --> 00:46:18.039
me test test my framework because it was in a

877
00:46:18.079 --> 00:46:22.679
military organization which was realizing that the first thing that

878
00:46:22.719 --> 00:46:24.480
we needed to do that I needed to do was

879
00:46:24.519 --> 00:46:28.559
connect with all the folks that were dozens of folks

880
00:46:28.599 --> 00:46:31.079
in the organization and help them connect with each other.

881
00:46:31.360 --> 00:46:35.840
Because they were working together quote unquote, but a lot

882
00:46:35.880 --> 00:46:38.079
of the times it was just very team based. So

883
00:46:38.519 --> 00:46:40.960
I took a deliberate effort to make sure that everybody

884
00:46:41.039 --> 00:46:45.280
get to really meet each other, or even they work together,

885
00:46:45.440 --> 00:46:47.920
but they were in different buildings, but they never met

886
00:46:47.960 --> 00:46:51.800
face to face. So just that many action of getting

887
00:46:51.800 --> 00:46:53.199
people to know, like, hey, let me take you to

888
00:46:53.239 --> 00:46:55.559
the office of this person, let's feet each other. That

889
00:46:55.960 --> 00:46:58.880
kind of helped put the walls down of hey, we

890
00:46:58.960 --> 00:47:02.719
can really collaborate and have those conversations around the things

891
00:47:02.760 --> 00:47:05.880
that we need to resolve. So connecting first, then going

892
00:47:06.039 --> 00:47:09.239
into the communication factor of like, let's really understand the mission.

893
00:47:09.320 --> 00:47:11.679
Let's make sure the mission is clear, working with the

894
00:47:11.719 --> 00:47:14.039
managers to make sure like, hey, we need to ensure

895
00:47:14.119 --> 00:47:16.719
that we're giving clarity on what the mission is, what

896
00:47:16.840 --> 00:47:20.440
we need to do, and really work together. The collaboration

897
00:47:20.639 --> 00:47:24.360
and creation factor came along with working with these multiple

898
00:47:24.519 --> 00:47:27.920
teams and first setting the team contract, the team agreement

899
00:47:28.000 --> 00:47:30.159
that with each team that I was working with in

900
00:47:30.280 --> 00:47:32.679
this transformation effort, making sure that hey, let's set a

901
00:47:32.760 --> 00:47:35.639
team agreement or how we're going to collaborate, what is

902
00:47:35.679 --> 00:47:38.039
the definition I've done with that particular team, and they

903
00:47:38.039 --> 00:47:40.280
said it was a lot of based on adul practices.

904
00:47:40.679 --> 00:47:42.880
So how we're going to work together, what is good

905
00:47:43.000 --> 00:47:45.920
look like, and here's how we're going to reflect the work,

906
00:47:46.360 --> 00:47:49.199
make the work transparent to others. Here's how we're going

907
00:47:49.280 --> 00:47:52.119
to get and receive feedback from others as we demonstrate

908
00:47:52.159 --> 00:47:55.760
our products. So establishing the cadence of how each team

909
00:47:55.920 --> 00:47:57.679
was going to work was critical because a lot of

910
00:47:57.719 --> 00:48:01.119
the times it depended on the priority of the day.

911
00:48:01.280 --> 00:48:04.480
So giving the teams, helping them set up their structure

912
00:48:04.639 --> 00:48:07.280
was critical. And then the last part of correcting, so

913
00:48:07.400 --> 00:48:11.039
setting a culture where they could stop what they were doing,

914
00:48:11.239 --> 00:48:14.719
reflect back on what's going well and what needs improvement,

915
00:48:15.079 --> 00:48:17.360
and making sure that that was a process that was

916
00:48:17.440 --> 00:48:19.599
established that they will kind of reflect back on the

917
00:48:19.679 --> 00:48:24.039
things that they were doing. That just that action to identify, Hey,

918
00:48:24.079 --> 00:48:27.760
we need to do I work better with this other sector.

919
00:48:27.880 --> 00:48:29.800
So let's establish a plan that by the next week

920
00:48:29.840 --> 00:48:32.039
we really need to connect with these other people in

921
00:48:32.199 --> 00:48:34.800
order to be able to get things, or we need

922
00:48:34.880 --> 00:48:38.360
to document this process. So keeping that cycle it was

923
00:48:38.800 --> 00:48:42.199
very effective to help create a spirit of transformation in

924
00:48:42.280 --> 00:48:46.840
the organization. And it was basically teaching them those those

925
00:48:46.880 --> 00:48:49.679
critical skills, helping them working with these critical skills. We

926
00:48:49.800 --> 00:48:52.159
don't necessarily saying, hey, we're going to work on these

927
00:48:52.239 --> 00:48:55.719
soft skills right now. The outcome was the transformation of

928
00:48:55.800 --> 00:48:59.480
the organization, and that was a very successful example of

929
00:48:59.519 --> 00:49:00.599
the use of the five sees.

930
00:49:01.519 --> 00:49:03.880
What a powerful way to finish the show and help

931
00:49:03.920 --> 00:49:06.000
our listeners and viewers really understand your work a little

932
00:49:06.039 --> 00:49:08.400
bit better. Thank you so much, Ydra for coming on

933
00:49:08.480 --> 00:49:10.320
to Working on Purpose. I loved reading your book. It's

934
00:49:10.440 --> 00:49:14.400
chalk chalk full full of really amazing, practical, useful information.

935
00:49:14.920 --> 00:49:17.840
And now you're stuck with me. We're staying connected. Okay,

936
00:49:18.000 --> 00:49:19.320
you can run, but you can hide.

937
00:49:20.800 --> 00:49:21.559
Listeners and viewers.

938
00:49:21.559 --> 00:49:23.639
If you want to learn more about ya Dear Chairocato

939
00:49:23.719 --> 00:49:26.519
and the work she does with software developers, engineers and

940
00:49:26.599 --> 00:49:29.679
managers in the defense sector, creating solutions to optimize how

941
00:49:29.719 --> 00:49:31.760
to work, how work is done, and how knowledge is shared,

942
00:49:32.159 --> 00:49:33.679
or if you want to learn more about her book,

943
00:49:33.840 --> 00:49:36.920
Hardcore Soft Skills, one place you can go to is

944
00:49:37.119 --> 00:49:41.000
her website, Hardcore sooft Skills podcast dot com. You can

945
00:49:41.079 --> 00:49:43.880
also find her on LinkedIn. Last week, if you missed

946
00:49:43.880 --> 00:49:46.199
the live show, you can always getch it be recorded podcast.

947
00:49:46.320 --> 00:49:48.639
We were on here with doctor Paul White talking about

948
00:49:48.639 --> 00:49:50.920
the book he co wrote with Gary Chapman, The Five

949
00:49:51.039 --> 00:49:55.280
Languages of Appreciation in the Workplace, Empowering organizations by encouraging people.

950
00:49:55.679 --> 00:49:58.360
We talked about the ROI of appreciation in the workplace,

951
00:49:58.559 --> 00:50:01.239
how it differs from recognition, and examples of the five

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Languages of appreciation. Next week will be on air with

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Doug Brackman talking about the I Am Driven assessment he

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developed from a fascination with the research in the components

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of powerful thought and action, which he sees in the

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very successful practice of highly driven leaders. See you, then,

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Let's continue to lean in discovering how to elevate your

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operating system as a leader, become inspirational, and create destination

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workplaces where legendary business takes place. Let's work on Purpose.

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We hope you've enjoyed this week's program. Be sure to

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tune into Working on Purpose featuring your host, doctor Elise

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Cortes each week on W four CY. Together we'll create

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a world where business operates conscientiously, Leadership inspires and passion

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performance and employees are fulfilled in work that provides the

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meaning and purpose. They crave see you there. Let's work

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on purpose.