Organizations are Responsible for Culture Change

August 3, 2024

TRANSCRIPT

So you bring the training into an organization. What's possible if people have this training?

I don't like to call it a training.

I think of it more as culture change. It is driven by a vision. It's driven by what's possible from the get go. So it's not in order to create what's possible.

It's ideally an organization says, I wanna be the best whatever in the in this field. I want my team to work in a high performing kind of way. I want to have breakthrough results in my organization. So there's there's some sort of a recognition that we are not getting the best out of people.

We are not engaging people at the level that we could be. We're not flipping the switch on because we're not we don't know how to talk about it, or we're not even thinking about that. So, I mean, what's possible when you can when you can really truly imagine an organization at its full potential. If you can imagine a group of people at their full potential, like, what would we be doing?

Then these trainings occur as a part of that overall commitment. They're really meant to, you know, have not only the shared vocabulary, the shared understanding, the the shared practices.

They're also meant to enroll people in what that whatever that vision is. In terms of what's possible, I worked with an organization several years ago, and they became number one in the world in every measurable area, safety, cost, production, climate survey.

Everything you measure, they broke through everywhere.

Amazing. So the results that are possible, teams that, you know, have saved millions and millions of dollars, or you can have innovations.

You can have organizations, and probably most people can relate to this where, you know, this department is working one way, this department is working another way, and they try to work together, and there's just waste. Right. I mean, we talk about wasting money, wasting time.

But if you really look at what does that do to people, it wastes creativity.

It's disrespectful.

Honestly, it disrespects the human being in terms of what's what they could be dealing with their lives. So if if any organization says, we believe in you, we believe that you as an individual and you as a team, you are the people with us that are gonna bring this organization to another level. I happen to feel pretty strongly that you can't be a crappy organization and do bad things to the planet and not have any values that include community or you're not paying attention to the greater good Mhmm. That if you're simply just making a profit, then that's not gonna really light people up.

If you want people to be fully engaged and, you know, we're finding this more and more that people are they don't just care about their brand. They care that their brand cares. There's something called the love brand. It's the brand that I relate to, and I love it.

It's a part of who I am. So how do you create a love brand? I mean, you know, how do you create that? Well, you create it from the inside out.

It it again, it's a reflection of the values and the beliefs and the the real kind of way in which you treat each other, that thing gets reflected to the customers and to your caring and quality and all that. That is probably one of the more exciting things I think has happened with social media and with the knowledge that we now have about companies. You didn't use you didn't know that stuff. You didn't know they're polluting.

You didn't know that they were saying one thing and doing another. Now you know. Now we're way we're talking about, are we doing things that are gonna help the planet? Are we doing things that are that are inclusive?

Are we doing things that help the community?

When you can link that to people's actual experience in the day to day, then you have something amazing. Yeah. So the linking it to the day to day, how you and I treat each other and how we listen to each other and that we're that we are leaving the the day. When it's time for us to go home, we are fulfilled by our work.

I still believe that's possible. Yeah. Yeah. Absolutely.

I don't know that it's common.

I don't think it is at all.

I don't think it's common at all. I think and some people get that fulfillment from something other than work, and some people get it from work. And some people have trade offs and say, you know, I'm gonna do this job that doesn't mean all that much. And I think the key here is people being intentional.

And I know whenever I've coached someone around career, which I'm not a career coach, so it's not something I encounter constantly. Usually, people already know what they wanna do when they talk to me, but people I've talked to in the past who wanted to choose a career, we make a list of values and what are you looking for, and it's always, I wanna be aligned with the brand. I wanna be able to align myself publicly and feel good about that and Yeah. Be proud of where I work and feel like I did something.

I think it has to do with the the day to day interactions with people that are not satisfying. I think that organizations have a responsibility in making sure that the organization itself is satisfying the need for the for people to connect.

Obviously, the organization will get a lot out of that as well. Because if people are connecting and feeling safe and feeling empowered and feeling that their ideas matter and feeling that they're getting credit and feeling that they're getting paid in an equitable way, you know, all those those things all have to come together. I think then not only are you giving people more than just their salary, you are helping to, you know, bring the best out of people, then everyone wins. The more balanced life that certainly my generation did not have.

Yeah. When I was thirty years old and you got a chance, you had to put everything you had into it. Yep. Or you'd lose out.

I mean, there was no it wasn't an option. So people became workaholics.

The work was the priority over the family, then you gave your family as much as you could because now you have this, you know, this good job and you have a really good income.

And what you realize, you know, is that, okay. Then when I retire, then I'll have time to do stuff. And and your generation is not willing to wait until you retire to do stuff.

I notice. Yes. I think my I personally am more inclined toward your generation's mindset around work, and I very much feel I'm thirty eight, and I have a seven year old. And the other day, someone online said, if you asked your kids what's most important to you, what they think is most important to you, what do you think your kid would say?

And I said, I'll ask my kid. So I said to my daughter, what's most important to mommy? And she goes, work, First word. And she goes, and spending time with me.

Yeah. But it was it felt almost like she was saying the second thing to me, like, after she heard what came out of her mouth. But I do I mean, I'm I have my own business. So I I do work a lot.

It's not like I never see her, though. I see her plenty. We do lots of stuff together. It still struck me because I was like, could she have a different answer?

Is that even possible?

You know? Because we do spend a lot of time at work. But I do but I am very the big difference I'll say between me and my mom is I really love what I do. And my mom complained about what she does all the time. So Yeah. I think that's moving it's moving in a good direction.

I mean, yeah, the the people that complain all the time, those are the people that I feel the most. I just want it not to be like that. People make enough money to be able to feed their families. I mean, that that stuff has got to get sorted out.

We can't have people working two jobs and still can't afford to feed their families. That is in this country, it's insane to me. The other dissatisfying and draining part of this is the human interactions every day Yeah. Where we'd all feel appreciated.

We'd all feel listened to. We're not included. We're not asked. Nurses and hospitals and, you know, people that are just they know what's needed.

They're not asked. Right. I have a really good friend that's a that's a nurse practitioner. And, I mean, some of the stories she tells me about, you know, putting a new scheduling system in.

No one's asked their input. It's some system that's you know, somebody puts in, and we're we don't understand that you should be talking to the users.

So those are the things that, to me, just there's no upside to that. So why would you do it? It's it's really short term thinking. Right? It's like push that thing in fast, but then all the wasted time on the other side because you didn't take the time to listen to people and train people and and have them help you bridge the gap between the the the designers and the people using it, all that work.

Okay. So you save that time upfront, but then people don't buy into it. People are frustrated.

People, you know, are stressed out. People go home and are upset. I mean, there's it it it doesn't make any sense. So there's I just think it's a lack of imagination.