Latest / Authentic Living / Building Teams that Make Great Things Happen with Leadership Expert, Yves Doucet

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Building Teams that Make Great Things Happen with Leadership Expert, Yves Doucet · Authentic Living

• 0:01
  Welcome to authentic living with Roxanne, a place where we have as conversations about
• 0:08
  things that really matter in our lives.
• 0:11
  And now here's your host, Roxanne Derhodge.
• 0:36
  Everyone, it's Roxanne.
• 0:37
  I just have some exciting news.
• 0:40
  I'm just in the process of launching my book.
• 0:43
  ROR return on relationships, authentic leaders build resilient teams.
• 0:48
  And over the last year, I've interviewed some amazing leaders.
• 0:52
  And what I'd like to do is to start to reintroduce them to you, week in, week out this
• 0:58
  week, I'd like you to listen in again to the owner of Davico, who is in my book, and his
• 1:05
  name is.
• 1:07
  Truly an authentic leader.
• 1:09
  For leaders out there and leadership teams are looking, for solutions and how to get more
• 1:17
  connected to yourself in order to effectively lead.
• 1:20
  Start listening to these series of interviews that will come week after week.
• 1:25
  As I explore all the elements of authentic heart leadership, everything based in my book,
• 1:32
  that will be coming out soon.
• 1:34
  So again, tune in.
• 1:36
  Eva's phenomenal, and he's gonna share some of the best things that he's done to bring his
• 1:41
  company to a level of productivity by re by focusing on relationships.
• 1:47
  Hi, everyone.
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  It's Roxanne Derhodge of authentic living with Roxanne.
• 1:50
  Thanks for tuning in again this week.
• 1:52
  Today, I have a special guest, Eve Doucette.
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  Eve is from, an organization called Dovico and, came highly recommended as someone I should
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  have a conversation as I proceed, to research and interview people with that pervades the
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  element of authenticity and leadership and a colleague of mine, Sarah McVanos, suggested,
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  Eve quite as one of those people that I should be in 2 years.
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  So, Yves, thanks so much for taking the time to spend with us today.
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  You're welcome, Mark.
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  And Sarah, I'll do anything for Sarah.
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  She's amazing.
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  She has she has that touchpoint with people for some.
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  She just she just has that fairy dust.
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  I'm gonna call this the Sarah fairy that she just kinda drops on you and, and then she just
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  leaves that impact.
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  And she truly, lives her about, you know, recognizing greatness.
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  And, so when I was speaking to her about what I was, doing.
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  I'm also in a a writing kind of accountability, course with her.
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  I was asking, and then she was so gracious to give me a couple of names of which, of course,
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  yours was one of the ones on the top of the list.
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  Well, I'm glad I'm here.
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  I love talking about what I love to do.
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  And, and that's lead with love.
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  Right?
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  Let's lead with vulnerability.
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  That's leading with, you know, positiveness and leading with my authentic self.
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  I always often say that there's no 2 eve.
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  It's not eases with an s because there's an s at the end of my name, but There's only one
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  Eve.
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  There's Eve.
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  The Eve at home and the Eve at work, it's the same person.
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  There's no like, we try to separate this by saying, well, you this is the way you behave,
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  but on a suit you go to work and you behave this way.
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  And this is, you know, how we treat things like integrity and ethics at home at work.
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  And then you go home and you behave totally different, right,
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  with your
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  family and your friend.
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  And that's impossible for a human to do.
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  You can't separate that.
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  You're just fooling yourself if you do.
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  So so I want the I want you as a human, like, if we have a team 33, five people at Domoko
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  and, I'm the culture coach prior to that.
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  I was the CEO.
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  Give it a little bit of background.
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  Let's just start there.
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  I'm an engineer from education.
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  I'm an electrical engineer.
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  So an electronic engineer.
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  I design computer software, computer programs, hardware design.
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  That's my education.
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  And, I'm an entrepreneur by passion.
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  I've started probably 18 companies
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  My goodness.
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  I'm not about to stop.
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  I've had some very big successes.
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  You know, companies have been sold for multimillion dollars.
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  Which I was part of.
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  And I've been on board of major companies like Metavi Blue Cross.
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  I was there for 12 years.
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  So that's my pedigree thing.
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  Okay.
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  So let's do that.
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  But what I really love is the study of human behaviors and team.
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  And I'm focused on my talent.
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  If I'm going to say this, right, when you're a bit, my I'm gonna give myself an account on
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  acknowledgment.
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  What I really was able to do is build teams that make great things happen.
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  Mhmm.
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  Right?
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  And I've been studying why that is, why that why certain teams work and why certain teams
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  don't work?
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  How do you get teams to be engaged and how do you get people to change?
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  Like, we are facing tremendous change right now, like, the change that we never imagined
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  before.
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  And this has been my my life passion on how to get teams and people to change.
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  Right?
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  And that starts with one thing.
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  And you said it just at the beginning, it starts by being authentic.
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  Mhmm.
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  Right?
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  Yeah.
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  And true.
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  It doesn't speak, like, that's that there's a difference between that and speaking your
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  truth.
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  That's different.
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  Right?
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  Being authentic means you're authentic.
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  It's you.
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  It's the real you.
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  Right?
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  Yeah.
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  It's showing up as the real new.
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  What did she say though?
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  Like, you know, I've been in in corporate consulting for a lot of years.
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  And I have, you know, been in leadership roles, and I've sat on executive boards, and I've
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  reported to executive boards.
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  And over the years, you know, it's been I've been in some sectors, like, let's say the legal
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  profession where, you know, it's diametrically opposed to what you're describing right now, at
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  best.
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  And, you know, you sit there and, you know, Of course, with with my background and kind of my
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  formal training, I'm a psycho.
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  I was a formally trained psychotherapist that when it ended up in corporate consulting, I
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  could read that.
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  But there is a corporate engagement that happens at certain boards, right, where after a
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  while, you're recognizing who's playing what role, who has what power, who can say and who
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  can't say, which is sometimes not it works across purposes to what we're discussing right
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  now.
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  Would you say that that's coming along on boards, or you're saying that this subset of
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  authenticity and leadership is something that's that's gotten better in the 10 years since
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  you've acted in the various senior roles that you've played in companies.
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  Let's start with legal profession for a second.
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  Because I've I've had my and if you Google my name, you've just said lawsuit, you'll find me.
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  Oh, okay.
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  Yeah.
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  So I spent after I've I was very this is a bit of my story, and this is my book.
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  Okay.
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  And what what is your book, Eve?
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  I did not Oh, I
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  am a seed.
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  I am a seed.
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  Okay.
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  I would I'm gonna have to pick that up.
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  Yeah.
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  And, can send you a copy if you want.
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  Okay.
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  Great.
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  And, yeah, so I built this big company was called field of time.
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  I helped build a company.
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  I was one of the founders.
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  And after 9 years, that company, the major shareholder decided to fire me.
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  Which I thought was unfair, so I sued.
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  And for 9 or 10 years, I was in court.
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  I guess I guess this giant.
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  Right?
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  And then I lost.
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  And I mean, I lost big time.
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  I mean, like, it was the fine I got was the highest fine ever given to a Canadian citizen.
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  Or to a corporation.
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  Right?
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  And I was 52 at the time.
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  And I owed, like, 1,000,000 of dollars that I didn't have.
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  I didn't have I have nothing left, right?
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  Nothing at all.
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  And at that point, I hadn't lost anything in my life.
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  I was very successful.
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  You know, I was very lucky.
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  Great parents, great families, great friends, like great education, very lucky, very, very
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  blessed on this earth.
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  And then I crashed like an airplane, like I crashed.
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  And then I started to look at what's wrong.
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  Why did I lose?
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  Like, I'm calculated.
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  Everything I do is calculated.
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  That's what engineers do.
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  And I realized that I lost because the whole legal system is not authentic, and I wasn't
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  authentic in that system.
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  That's why I lost.
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  It it wasn't it didn't matter that I had all the facts.
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  It didn't matter that I had good lawyers.
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  It didn't matter that I had the evidence.
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  It didn't matter that I had a log with me because I did.
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  Mhmm.
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  What mattered is that I wasn't authentic.
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  Mhmm.
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  And the system is not authentic.
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  And we live in a world, and you wanna you wanna dive into this.
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  Just look at what's going on today in our leadership.
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  So I'm not gonna point to anybody here, but you just have to go on any news media.
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  Mhmm.
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  And you look at what's happening to the leadership of it and lying is acceptable.
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  Right?
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  And lying is acceptable in court.
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  It's acceptable in our businesses.
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  It's acceptable by our leaders.
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  And we accept that as part of leadership.
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  And we wonder why we're broken.
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  We wonder why people aren't engaged We wonder why people aren't showing up to work and you're
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  switching jobs.
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  We wonder why people don't believe us anymore.
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  We wonder why people don't want to follow me.
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  Yeah.
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  And there I was alone, right?
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  And I thought, That's not leadership.
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  I'm just taking a walk by myself, yelling, and nobody's following.
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  I wasn't authentic.
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  And I became authentic and vulnerable.
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  And I started to be like on on social media.
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  I said, well, I've lost everything, including my name because I was the muse at that time.
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  So I decided to post on social media, a video, right, about being vulnerable.
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  My stories, like every story And it will from one video a day, sorry, one video a week for 5
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  minutes to one video a day to do one a day now on them also for medias.
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  And it's 1 minute to 2 minutes, right, and it's about what I've learned for today, being very
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  rotable.
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  And my discovery in that because at that time, I I knew a lot of stuff, but I didn't feel like
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  a lot of things.
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  Right?
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  And it was easy to make stuff, but it was just a commodity, like everybody else, right,
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  because I wasn't authentic.
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  So that's going on my speed on their legal system.
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  I think the legal system being a lawyer, being an, like, even us, and I I'm in court.
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  I'm not in court, but I'm in thousands of them.
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  You're in business.
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  People accuse you of stuff.
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  So you and I lead totally differently when we get we have to let go people, I don't call into
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  lawyers.
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  Mhmm.
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  I actually go sit down with a person and say, okay, this is not working out.
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  We're not meant for each other.
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  I love what you're doing.
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  You have great talent.
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  It's just not it's not doing the right way.
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  Why don't you find another job?
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  Right?
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  Right.
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  Right.
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  Right?
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  So unless you're a danger to me, that's what I do.
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  Mhmm.
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  Right?
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  So you shifted in your perspective from this really adverse situation, and it made you come
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  to that space of authenticity that now you shifted in the world with what you showed?
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  No.
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  I remember I remember the, chief justice coming to us and they were trying to mitigate this
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  before we get to court.
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  Right?
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  So they do this, which is good.
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  They try to mitigate it because nobody wins in a war.
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  Right?
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  Nobody wins in court.
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  Like, both both sides got buried.
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  Like, that's why it would happen.
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  So chief justice come to us, and he says to us, he says, I can't believe all the things you're
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  saying against these these adversaries you got.
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  They have a good name.
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  And I'm thinking, well, I have a good name.
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  What's wrong with my name?
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  It's at that moment that I realized that my responsibility was to stand up for something,
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  and I hadn't done so.
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  I didn't have a name.
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  I didn't stand for anything.
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  Right?
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  And it's at that moment that I realized that my responsibility is to stand up and say what I
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  stand what I want to discover in other people, be the change I wanted to see in the world.
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  And is it that moment that I realized that really business is really, like, it's it's been
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  great managing the way we've been managing for years.
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  It's taken us to this point.
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  But it could take us no further.
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  That's why we have a broken system.
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  Greed is taken over the system.
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  The bigger, the ritual getting rich and there's no there was no money left for the small
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  businesses.
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  It's really difficult now.
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  And it's because we have managed ourselves to a point that there's no other thing we could do.
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  Mhmm.
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  Logically, there's no other tactics you can use to make people work harder.
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  It doesn't work anymore.
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  There's no other, you know, management skills that you can do to get people more engaged.
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  It doesn't work anymore.
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  Right?
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  And the millennials, they know this war than anybody else.
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  And you think they know it, wait until the next generation.
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  They're really gonna know it.
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  There's no way you can attract anything.
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  There's no way you can get people to work for you.
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  There's no way they're gonna get people to stay for you, like, for that mom, unless you're not
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  authentic.
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  Unless you're not leading with what you love and what you stand for.
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  So when that judge told me that, I thought, okay.
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  I get it now.
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  I've learned something.
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  Well, wasn't a waste of time.
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  Right?
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  Okay.
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  And I decided to tell you I was going to be authentic and vulnerable.
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  Right, for everybody to see.
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  And something magical happened.
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  Now we make probably we make time sheet software.
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  Now next to work, I have a tan.
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  We're probably very sexy, but that's about that.
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  Right?
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  Who wants to come and work for a time sheet company?
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  Nobody that I know went to school, like, studied a PhD and time sheet software, like how
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  to fill in a time card.
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  It's the last thing every single person down every week, and they hate it.
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  Why would you want to come?
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  It kinda goes, oh, no headache and time sheet.
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  Right?
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  Oh my god.
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  Another
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  It's it's due.
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  Right?
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  So who do you wanna do that?
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  And worse, working for a time sheet company, Like, like, let me put my hair up.
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  Like, there's nothing as boring as that.
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  It's even more boring than filling in the time to your making software to fill in the time
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  sheet, how boring is that?
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  And at that time, we could not get Like, we had a trouble getting a graduate from community
• 15:35
  college to come work for us.
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  Like, it was really hard to get anybody come to work ours.
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  These young people, they get it right away.
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  There's no way.
• 15:43
  Yeah.
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  And once I started to be vulnerable and authentic, so on social media.
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  And we started to do our Facebook live because every Monday morning, we have a meeting just by
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  mister, Walt.
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  Forget his last name, the guy who invented the Walmart.
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  Well, Walton?
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  Yeah.
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  Right.
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  Yeah.
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  He did.
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  He was doing his weekly meeting, but we do a lot.
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  Mhmm.
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  So we do them.
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  And the Monday morning live every meeting on Facebook, you can just tune in at 9:30 and see
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  us, me and Shelley will have a talk or something.
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  Right?
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  Wow.
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  And we started to do that.
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  Once we started to do that, people starting to apply.
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  So your Facebook Live is where?
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  It's it's available to anybody, or is it just a the dovaco just to dovaco employees?
• 16:29
  No.
• 16:30
  Not to everybody.
• 16:31
  Just to go on live.
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  So if I go on to Domoko.
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  Domoko on Facebook, I can see a live 9:30 tomorrow morning.
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  On Monday morning.
• 16:39
  Monday morning.
• 16:40
  Okay.
• 16:40
  Well, I'm gonna I'm gonna tune in to see that.
• 16:43
  Yeah.
• 16:43
  You'll see a live.
• 16:44
  Yeah.
• 16:44
  Okay.
• 16:45
  Okay.
• 16:46
  I don't know, but, like, every week is different.
• 16:48
  We'll talk with
• 16:49
  someone.
• 16:49
  Yeah.
• 16:50
  Okay.
• 16:50
  Mhmm.
• 16:51
  Okay.
• 16:52
  So once we started to do that, people started to apply to the point that now we have 3
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  masters degrees working for us.
• 17:01
  Right?
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  We have the top like, I'm talking about the the top performers in each class, like 4.0 grade
• 17:09
  average.
• 17:10
  Are coming abroad for us.
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  Like, they're they're working for us.
• 17:14
  We we have, Like, we have such an amazing crew.
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  Like, we have the best, and we don't advertise for jobs.
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  Right.
• 17:26
  So if your goal as a leader is to get engagement and to get people to come and work
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  for you in stay there because our tenure is, like, 20 years.
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  Like, most people nobody leaves.
• 17:38
  I ask people to leave, but nobody leaves.
• 17:41
  Yeah.
• 17:42
  Sometimes I have to ask people to leave because it doesn't work, but nobody has left.
• 17:45
  We have a few people, a few.
• 17:47
  We had 2 of this here, like, that left with very few people to leave.
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  Right?
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  So why is that?
• 17:54
  I gotta say relational transparency, which is one of the elements in the research.
• 17:59
  Right?
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  Here I am.
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  This is who we are.
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  This is who what we represent.
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  This is Eve.
• 18:05
  This is Shelley.
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  And then you just talk.
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  Like, you could probably have a conversation like we're having now and you're not you're not
• 18:13
  you're not hiding anything, which which is oftentimes what you're talking to.
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  When I was in corporate consulting, there definitely were secrets.
• 18:22
  And I could see it as the, you know, as the consultant coming in, but of course, I had to
• 18:27
  do a role.
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  I had the role to be the consultant that was, reporting on trending analysis of what what
• 18:35
  kind of things keep people away from work, from the end user, and then I was reporting to
• 18:40
  management or in in some capacity.
• 18:42
  So I had to basically you know, teeter taught her between, okay, that's not gonna be
• 18:48
  discussed.
• 18:48
  So I guess I'll I'll slant my data just to be able to, you know, to some degree because I had
• 18:53
  to represent any that I was working for, even though in the sector, I was seeing certain
• 18:57
  trends that clearly, you know, you can't retain, say, female lawyers at age thirty two
• 19:04
  if they're on, tenure track because they've probably just started their family.
• 19:09
  So what are you gonna do to change that?
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  And, of course, based on the sector, the recommendations fell up on deaf ears.
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  And then That
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  is not true.
• 19:19
  Right.
• 19:19
  Right.
• 19:20
  You know?
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  And people smell that.
• 19:23
  See, we're, like, babies are are amazing.
• 19:26
  They they read your face.
• 19:28
  They look at your eyes and they say, I trust you or I don't trust you like that.
• 19:32
  Mhmm.
• 19:33
  And we're the same way.
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  Right?
• 19:37
  So trust is the most important thing in leadership.
• 19:40
  And if you're not authentic to your own self, I mean, showing up as you are vulnerable and
• 19:46
  sharing vulnerability and sharing what you're you're what you love to do and what you stand
• 19:50
  for without making any justification for it, right, then you're not gonna build trust.
• 19:58
  But I I gotta play devil's advocate for a bit here.
• 20:00
  Like, you know the state of the world right now, and you know what's happening, and you see
• 20:05
  and we won't get into names or anything that some of the most powerful people sometimes are
• 20:10
  incongruents if there's in their space of authenticity.
• 20:14
  How but some
• 20:16
  So these people, the reason they have followers, that's a question.
• 20:20
  It's because because they know exactly what he is.
• 20:24
  Mhmm.
• 20:24
  Yep.
• 20:25
  Yep.
• 20:25
  Like, everybody knows.
• 20:26
  There's no surprise.
• 20:27
  Like, that's what he is.
• 20:28
  Yep.
• 20:29
  I'm the best in the world of doing this, whatever it was.
• 20:31
  That's too detailed, but he
• 20:33
  Yeah.
• 20:33
  When you show up as a 10th day, right, That's when you get a leader.
• 20:39
  Now is it a good leader?
• 20:40
  No.
• 20:40
  That's something different.
• 20:42
  Right?
• 20:44
  So so long as you're being transparent in the space that you want to live in, you have
• 20:49
  followers accordingly, which is different from what we're talking about in authentic
• 20:53
  leadership with productivity and trust is a completely different thing.
• 20:58
  It's different.
• 20:59
  Like, you can be authentic.
• 21:00
  Right?
• 21:01
  Some of the Like, Hitler was a great leader.
• 21:04
  Yeah.
• 21:05
  He was.
• 21:06
  Like, not a great leader.
• 21:08
  Sorry.
• 21:08
  He was a leader.
• 21:09
  People follow him.
• 21:10
  Why did they follow him?
• 21:11
  Because he was authentic.
• 21:13
  Right?
• 21:13
  And he spoke to something that spoke to them.
• 21:16
  And he believed what he believed.
• 21:17
  He believed that you know, they were the best in the world.
• 21:20
  And so the people that believed that, they just followed him.
• 21:23
  And he believed that.
• 21:24
  He was out of 10th day with that.
• 21:25
  Right?
• 21:27
  Like, that's, like, that's the real person.
• 21:29
  Is that does that make a good leader?
• 21:31
  No.
• 21:31
  Obviously not.
• 21:32
  Right?
• 21:33
  You need more than that.
• 21:35
  You need you need to lead.
• 21:37
  So that's like, I would equate that to dark Bader, finding the force, right, and using it
• 21:42
  for ill.
• 21:43
  Right?
• 21:44
  Absolutely.
• 21:44
  So once you find the the force, which is authenticity, then you have to use it for good.
• 21:49
  Because if you leave it for greed or for ill, Like, you're just like dark failure.
• 21:53
  Right?
• 21:54
  You know, it's not good.
• 21:56
  Right?
• 21:56
  But authenticity and vulnerability is a leader skill.
• 22:00
  And if you wanna use it to manipulate, I can give you a list of people who do that
• 22:04
  constantly just to make money or to manipulate you or to change you you know, manipulation
• 22:10
  using a statistics is the same thing as manipulation using the whip and the candy.
• 22:14
  So here's a candy.
• 22:16
  Here's a candy, meaning I'm gonna give you a bonus, right, if you do it this way.
• 22:20
  And here's a whip.
• 22:21
  If you don't do it this way, you're fired.
• 22:23
  Right?
• 22:24
  That is also a manipulation.
• 22:26
  Absolutely.
• 22:27
  Right.
• 22:27
  So using authenticity to manipulate you, I'm going to go on stage and present it to some
• 22:33
  people.
• 22:34
  And cry, tell you how stop my sob story and how I risen from the dead to survive.
• 22:39
  That is also manipulation.
• 22:42
  That is not being attempted to the heart.
• 22:45
  Right?
• 22:46
  Yeah.
• 22:46
  And you're right because we can read it.
• 22:48
  I can read you, and I know you can read me.
• 22:50
  We're we've never met.
• 22:52
  But I can read you because I I have I have a sense of what you're about just based on on
• 22:57
  that space that you're you're creating for me even.
• 23:00
  I I'm assuming you're you're reading the same with me.
• 23:03
  Now you you brought something up, and I really I actually just, yesterday interviewed a
• 23:08
  millennial leader And, and we're talking about new leadership.
• 23:12
  Right?
• 23:13
  And and we're talking of coming up right behind them of the gen zeds.
• 23:18
  Who, you know, are entering into this phase.
• 23:21
  These people that are coming out of their, undergrads or their graduate degrees now, and
• 23:25
  they're entering the workforce.
• 23:27
  And you're you're there, you know, in this, you know, growing company where you're getting
• 23:32
  people to come to you after doing Facebook lives and stuff like that.
• 23:36
  What do you think these Zedge are gonna what are they gonna be needing from companies and
• 23:42
  leaders to be able to I I we're we're not on a certain time.
• 23:47
  Right?
• 23:48
  Like, right now, we aren't on a certain time.
• 23:50
  Yeah.
• 23:50
  But but they're the next wave of our of over these people that we need to attract and
• 23:58
  retain.
• 23:59
  Yeah.
• 24:00
  I think the millennials because they've been hurt.
• 24:02
  So people learn two ways.
• 24:03
  Right?
• 24:04
  They learn by storytelling, which is what we do about behavior.
• 24:07
  So Millennials have been burnt by society as a whole.
• 24:09
  So they are more attuned to consciousness than we ever have that that I have that my
• 24:14
  generation was.
• 24:15
  Absolutely, mine too.
• 24:16
  I just kinda went along and then Right.
• 24:19
  You know, exactly.
• 24:20
  You do this track.
• 24:21
  You go to school.
• 24:23
  You go to university.
• 24:23
  You get good grades.
• 24:24
  You get a master's.
• 24:25
  You get good grade.
• 24:26
  You get a job.
• 24:27
  You get promoted.
• 24:28
  That's how it worked.
• 24:29
  Right?
• 24:30
  It doesn't work like that anymore.
• 24:31
  And these millennials, they know this, and there's a revolution going on.
• 24:35
  And the revolution is about awareness, awareness, and it's led by women.
• 24:40
  Mhmm.
• 24:41
  You just look.
• 24:41
  Like, if if you if you turn off the news and you look, you listen to what's going on.
• 24:47
  There's an awakening going on here, and it's consciousness.
• 24:50
  Mhmm.
• 24:51
  That's what's happening.
• 24:52
  These millennials are looking for companies that are conscious, which is different than
• 24:59
  authenticity, right, which is but you need to be authentic to be conscious.
• 25:05
  Right?
• 25:08
  So the the alignment's gonna come, though.
• 25:10
  So at some point, if they're conscious and they're looking at the world, And they're
• 25:16
  they're now entering, let's say, into into a space of, okay, I'm starting my career.
• 25:22
  I'm now, you know, launching into adulthood and where I'm going to start my career.
• 25:27
  They're gonna be looking for certain things in companies.
• 25:32
  That's gonna make them decide if whether they're gonna submit their time to grow with
• 25:37
  those companies or if they're just gonna if they're gonna, you know, piggyback and keep
• 25:41
  going,
• 25:42
  Yeah.
• 25:42
  So the first question they're gonna ask is, can I trust you?
• 25:46
  Mhmm.
• 25:46
  Can I trust my manager?
• 25:48
  So they're interviewing you.
• 25:50
  You're not interviewing them.
• 25:52
  They're going to a job interview, and they're looking at you and say, can I trust you?
• 25:57
  Right?
• 25:59
  That's the question you're asking.
• 26:01
  And what a completely diametrically opposed interview that was for when I went for my first
• 26:07
  job.
• 26:07
  Right?
• 26:08
  I was like, okay.
• 26:09
  I was educated and still I was like, okay.
• 26:12
  I I hope I'm in alignment with what they need.
• 26:14
  And now it's like, oh, no, no, no, no, hold on.
• 26:16
  These, Zedge are gonna say, well, okay.
• 26:19
  Tell me about what this company is going to do for the environment or what?
• 26:23
  How are they going to, you know, align with what I value
• 26:28
  Yeah.
• 26:29
  It doesn't it doesn't help out any that you're you're you're giving money to the United Way.
• 26:34
  Like, they see right through that VA.
• 26:36
  They see right through that.
• 26:38
  Like, that's not gonna work at all.
• 26:40
  Let's forget that.
• 26:41
  It doesn't work, but you have a pool table at work either.
• 26:43
  They're gonna see through that.
• 26:45
  Because they know that when push comes to, right, if something happens, they're gonna get
• 26:50
  really, like, hurt.
• 26:55
  As their fathers and then mothers have done.
• 26:57
  They've learned this.
• 26:58
  So they're looking for things that you're not even giving them.
• 27:02
  They're not they're looking for things that are more fundamental to the, modular hierarchy of
• 27:09
  needs.
• 27:10
  Mhmm.
• 27:10
  Right?
• 27:11
  They have no fear.
• 27:12
  They have they don't worry about money or, like, their house or where they're gonna live.
• 27:17
  What they're worried about is Are you conscious?
• 27:22
  Are you going to be fair?
• 27:25
  Are you going to treat me fairly?
• 27:27
  Are you gonna treat other people fairly?
• 27:29
  Am I proud to work for you?
• 27:32
  Yeah.
• 27:32
  They're gonna be looking for that.
• 27:34
  And you can achieve that if you're if you don't have arthenfifty.
• 27:38
  Yeah.
• 27:38
  And you can't achieve that if you're not having vulnerable.
• 27:42
  And you can't achieve that if you are not truly like leading from our place of of giving.
• 27:50
  Right?
• 27:51
  Mhmm.
• 27:51
  What does that have to do with business?
• 27:54
  Lead with luck.
• 27:54
  That's our mantra at Domovo.
• 27:57
  People don't buy products.
• 28:00
  They buy from people.
• 28:02
  And they happen to say, what do you do again?
• 28:04
  I like you.
• 28:05
  Yeah.
• 28:06
  You know, oh, yeah.
• 28:07
  Yeah.
• 28:07
  I know somebody.
• 28:08
  And and and if you think of every person you pass on.
• 28:12
  Like, we're talking about, you know, Sarah as a as a role model.
• 28:16
  And, you know, Sarah and I, my paths have crossed because of the speaking industry and
• 28:21
  coaching and, you know, we're both professional speakers and, you know, and we keep kinda
• 28:26
  bumping up against each other, but that's not the reason I connect her with her because it's
• 28:30
  it's because she is so authentic and and you know, and the energy.
• 28:34
  Right?
• 28:35
  And how can I how can I serve?
• 28:37
  Servant leadership, right, like that whole concept of how can I help you and, you know,
• 28:42
  how can I how can I be of service?
• 28:44
  I am at this, I went to see this.
• 28:46
  I won't need the company, but I went to see local company.
• 28:50
  And, he was showing me that they were just moved into an office space that was occupied by
• 28:55
  a real estate company.
• 28:57
  And they had set up these these closets.
• 29:01
  They call them offices.
• 29:03
  Right?
• 29:03
  But they were actually the size of a closet.
• 29:06
  So you stood in that closet as an an employee.
• 29:09
  They had a mirror, and they had a little tablet.
• 29:12
  So you stood to it, get energy, and you could put your tablet on there.
• 29:15
  So when you called prospects, they had trained them to smile because they said, if you smile
• 29:24
  at yourself, people will know that you're smiling, but you're in a closet.
• 29:30
  Right?
• 29:31
  So so they took a theory, quantum physics that actually you talked about.
• 29:37
  We can feel the energy through the air.
• 29:39
  You can.
• 29:40
  Yes.
• 29:40
  Yes.
• 29:40
  That's why you hooked up with Sarah.
• 29:42
  You can feel her energy.
• 29:43
  I can feel her energy right now.
• 29:45
  Mhmm.
• 29:46
  Right?
• 29:46
  I can feel that.
• 29:47
  That's quantum physics.
• 29:48
  We're all made of energy.
• 29:50
  I'm a scientist.
• 29:50
  So let's go with that.
• 29:51
  Right?
• 29:51
  Yeah.
• 29:51
  Scientists.
• 29:53
  So quantum physics is like you have energy.
• 29:55
  We have energy.
• 29:56
  But if you're fake, smiling, everybody knows.
• 29:59
  Everybody knows that your energy is transmitted through your voice, through your words,
• 30:03
  If
• 30:04
  you're giving a presentation, if you're a public, you're a public speaker, you know that
• 30:08
  when you're going out there and your energy is out of love and giving, like, you're gonna be
• 30:13
  received like a queen because you're authentic.
• 30:17
  When you speak from your heart, Right?
• 30:20
  You're going to have a different experience than when you speak from a, I gotta perform
• 30:26
  point of view.
• 30:27
  Mhmm.
• 30:28
  Right?
• 30:29
  And it's, you know, it's so true because even as my my junior training, when I was interning
• 30:34
  to be a psychotherapist, you know, that's what they taught us to do was to really, you know,
• 30:42
  they literally would sometimes, say to us they would want us to close our eyes and just listen
• 30:47
  to what the client was saying.
• 30:49
  And then we would have to do what we call process logs, which where we would have to
• 30:54
  describe intuitively, Eve, what we were experiencing in our body from the words of the
• 31:01
  clients.
• 31:01
  Yeah.
• 31:01
  I love it.
• 31:02
  Right?
• 31:03
  And without, you know, and I'd be like, oh, no.
• 31:05
  No.
• 31:05
  No.
• 31:05
  No.
• 31:05
  I'm I'm I'm I'm nineteen, twenty years old.
• 31:07
  I'm like, there's no way of at that developmental stage and where I was out of my
• 31:11
  I'm like, there's no way I'm gonna do this.
• 31:14
  But, again, we all have that capacity, but, you know, to be able to, you know, of course, you
• 31:18
  know, 25 years later, absolutely.
• 31:20
  Like, I mean, what they were teaching me then was a gift that most twenty year olds, you
• 31:25
  know, wouldn't have experienced, but now the value of being able to just be across from
• 31:27
  someone and experience them.
• 31:32
  And when, you know, and then you you think I already know that person.
• 31:36
  I I barely exchanged much, but I can get a sense.
• 31:39
  And if that's what we're talking about with, you know, the new generation and they're
• 31:44
  looking for consciousness.
• 31:45
  They're gonna they're gonna be feeling that intuitively.
• 31:48
  Because there there are almost like a high level of of capacity already based on where
• 31:54
  where they're coming in from.
• 31:57
  I love this, right, because I publish I do have a quote every day too, and one of the quotes I
• 32:02
  recommend, there's not too long always Like, the body knows before the mind ends.
• 32:07
  Yes.
• 32:08
  Yes.
• 32:08
  Yeah.
• 32:09
  And that's speaking to that term.
• 32:11
  Like, we we we look with our eyes that we should be looking with our bodies.
• 32:15
  It has all these senses, right, the feeling, the smell, the energy.
• 32:20
  All that is inside of our bodies.
• 32:22
  But we're trying to compute with our eye or brain.
• 32:26
  We're trying to see what our brain is.
• 32:27
  That doesn't work.
• 32:29
  It doesn't work because it's based on biases.
• 32:32
  Absolutely experiences.
• 32:33
  Right.
• 32:34
  Right.
• 32:34
  And you try to kind of, you know, ignore them, push them away.
• 32:37
  So let's let's let's talk.
• 32:38
  Let's go back again to conscious leadership.
• 32:41
  Okay.
• 32:42
  And what's, you know, I I know what you, you know, you're talking about Facebook lives and
• 32:48
  attracting these people and what like, people are, like, probably listening kind of just gone
• 32:53
  virtual and they're thinking, well, how do I how do I do that?
• 32:58
  How do I create a conscious space?
• 33:01
  Cause now, you know, a lot of companies, globally have been forced to kind of take their
• 33:05
  changed virtual.
• 33:06
  Some of them have never been in teams to begin with.
• 33:08
  Some of them have never been virtual.
• 33:10
  I know you at Davico are ahead of the curve.
• 33:12
  In that you've been or any been virtual and stuff like that.
• 33:16
  How does a company that's thinking, oh my goodness.
• 33:18
  I just the fact that I still have to, you know, informed productivity.
• 33:24
  I'm not seeing my people anymore.
• 33:26
  We we barely have much of a culture, and you're the culture guy.
• 33:29
  How do they what kind of things can they start to implemented.
• 33:33
  I'm not meaning in a false way to at least show that they're trying to learn even though they
• 33:38
  haven't been authentic with their connection previous.
• 33:42
  That's a good question.
• 33:45
  I would say if you're the are you asking if you're the leader of that company?
• 33:49
  Yeah.
• 33:49
  If you're the leader, and, you know, you're now having, you know, to put maybe go to your layer
• 33:57
  if you see your VPs that then have to re have their teams report you know, so you're you're
• 34:02
  needing to to, pilfer to filter down that element of, authenticity to your senior
• 34:10
  leadership team who in turn would have teams reporting to them.
• 34:14
  Yeah.
• 34:14
  So I would say if you're you can do Zoom.
• 34:17
  Like, Zoom is You don't have to go on social media.
• 34:19
  You can do privately like this.
• 34:21
  We also have Facebook live privately in a group, so you can do that.
• 34:24
  You can do FaceTime.
• 34:26
  There's so many tools.
• 34:27
  You can do phone calls.
• 34:28
  Yeah.
• 34:28
  You can do an email.
• 34:29
  You can do a blog.
• 34:30
  You can do there are so many ways to communicate.
• 34:34
  It's not the communication that's important.
• 34:36
  It's what you say in communication.
• 34:38
  Mhmm.
• 34:38
  And I would say be authentic by saying, be vulnerable.
• 34:42
  Right?
• 34:42
  Leaders today needs they need to be vulnerable.
• 34:45
  They need to be saying, okay.
• 34:48
  This is how I'm working today.
• 34:50
  This is what I'm worried about.
• 34:51
  And if you're worried that people are, yeah, if you're worried that people are not engaged,
• 34:56
  what do you say that?
• 34:57
  I worry that I'm not doing a good job and engaging you.
• 35:01
  You just say that.
• 35:02
  You say what's on your heart.
• 35:04
  Right?
• 35:04
  Yes.
• 35:05
  Yes.
• 35:06
  Like, you say what you feel, like, that so go against I would say do the opposite of what
• 35:12
  you've been doing.
• 35:14
  Yeah.
• 35:18
  So because and then, like okay.
• 35:20
  So not everybody can go out there and, like, open their kimono and I wanna say, hey.
• 35:24
  So how do you build authenticity?
• 35:27
  Mhmm.
• 35:27
  Right?
• 35:28
  And remember, and you know this, Roxanne, you prac whatever you practice, you become.
• 35:34
  Absolutely.
• 35:35
  Right?
• 35:36
  So how do you you don't wet one day and say, I'm gonna be a 10th day.
• 35:40
  So that's not too wet.
• 35:41
  It works.
• 35:42
  Like, you don't go and say, Kevin, go skiing today, and then you go down a double diamond,
• 35:46
  you're gonna get killed.
• 35:47
  Don't do that.
• 35:48
  Right?
• 35:50
  So take small steps.
• 35:52
  Practice identity with people that are closer to you.
• 35:56
  Mhmm.
• 35:56
  Right?
• 35:57
  Enter the circle, then build that circle up So you can actually practice being authentic and
• 36:03
  being vulnerable and being true, being yourself.
• 36:07
  And then Close your eyes once you've done it and see how it feels.
• 36:14
  When you've said something, that's on your mind, that's in your heart, and you've said it.
• 36:20
  Monitor how it feels.
• 36:22
  Yeah.
• 36:23
  And I always say that when you go to the gym, don't go to the gym and measure your muscles.
• 36:27
  Or how you weight or you've lost weight, measure how you feel.
• 36:32
  Mhmm.
• 36:33
  And if you just close your eyes and this is this workout feels good, Right?
• 36:38
  Or if you just said something to a person that you needed to say it because you're afraid of
• 36:42
  something or you have doubts about something and you say it, and you measure how you feel.
• 36:47
  And if it feels authentic, you will know.
• 36:51
  It doesn't feel like ego.
• 36:54
  It feels like Like, your body is actually re like, reconstructing yourself.
• 37:00
  Like, it feels different than ego.
• 37:02
  Eagle feels like I just punch you in the face, and I'm happy with that.
• 37:07
  That's not being authentic.
• 37:09
  Yeah.
• 37:11
  So, really, it's it's it's If you haven't been, you know, and I often say anybody can develop
• 37:16
  it, you know, that ability to listen and to you know, and and read the nonverbals and, you
• 37:23
  know, have people go along, like, talking heads and you're thinking, oh my god.
• 37:27
  They they don't like a thing coming out of my mouth.
• 37:28
  But because you're the leader, they're going along.
• 37:31
  But I I like that concepts of starting with people that are closer to you because the
• 37:34
  people closer to you are kinda tell you the way it is.
• 37:37
  They're like, no.
• 37:38
  You're not good at this, or you should try more of this, or I don't like how you do, you know,
• 37:42
  I I I completely There's also the people that know you who for who you are, and then you can
• 37:47
  build from that because with my, work with my, corporations that I've done is I have created a
• 37:53
  2 way assess that when leaders are let's say they have a direct team that reports to them,
• 37:58
  the leaders doing the authenticity assessment at the same time that their team is doing it
• 38:04
  for them, then we collate the information accordingly, and then we look at really what
• 38:08
  are the true skills that have to be worked and to see how okay.
• 38:18
  If I've taught you a bit about, you know, the ability to be more relationally transparent and
• 38:24
  you've gotten content and you've been able to work on it, but that's score's not going up.
• 38:27
  That's telling us something's not jiving there.
• 38:31
  Yeah.
• 38:31
  But, you know, so we're trying to kind of see, okay, this is what you've been working on.
• 38:35
  This is what you've learned.
• 38:36
  This is what you've practiced.
• 38:37
  Now let's check with your your team to see if that's increased.
• 38:41
  And if it hasn't increased, that means that we're missing something.
• 38:45
  Yeah.
• 38:46
  Yeah.
• 38:46
  Those soft skills are hard to measure.
• 38:49
  Yes.
• 38:49
  They
• 38:51
  are definitely.
• 38:53
  They're hard to measure.
• 38:54
  Right?
• 38:54
  And, yeah, But at the center of all of them, all the soft skills trust authenticity, trust
• 39:10
  what else, I don't know, leadership, you know, innovation, I don't know, engagement, There's
• 39:17
  one thing to me, anyway.
• 39:19
  And that's the art of communication.
• 39:22
  Mhmm.
• 39:23
  And the art of communication starts like this.
• 39:26
  You ask a question and you breathe.
• 39:33
  Very basic.
• 39:34
  Yes.
• 39:34
  Right?
• 39:35
  And if you're focused on the breathing, you're not focusing on talking.
• 39:39
  So you're breathing.
• 39:39
  You take, like, you would, you, udraw your breath, like, long breath in, very long breath
• 39:44
  out to the belly.
• 39:45
  You can put your hand on your belly.
• 39:47
  You practice culinary yoga so you know this.
• 39:49
  Right?
• 39:50
  Yeah.
• 39:50
  That you create space.
• 39:53
  I mean, when you create space, you let the other people fill that space with something.
• 40:01
  Which is what you need to listen to, and then you breathe again.
• 40:05
  So at least 3 or 4 breaths.
• 40:07
  So you ask a question, and then you let let space fill in.
• 40:12
  Don't fill it with stock.
• 40:13
  Let it fill.
• 40:14
  Yeah.
• 40:15
  Stay in the uncomfortableness of the pose.
• 40:17
  Like, we'd say, you all got, right?
• 40:19
  It's very uncomfortable to say nothing.
• 40:21
  That's where magic happens.
• 40:23
  You create tapas or heat.
• 40:25
  And so you stay in that Yeah.
• 40:27
  Stay in that.
• 40:29
  And then ask the same question again differently.
• 40:35
  Yeah.
• 40:36
  And then breathe.
• 40:39
  And something magical happens with that.
• 40:43
  The art of conversation happens.
• 40:46
  Yeah.
• 40:48
  And, yeah, it so what happens when you give a you give space, right, you have you're you're
• 40:54
  letting people build trust.
• 40:56
  You're letting people talk and say what they need to say.
• 41:00
  And you're in discovery.
• 41:01
  Of that.
• 41:03
  And if you're in discovery of that, everything else kind of flows.
• 41:07
  Are the ethnicity?
• 41:09
  Like, trust, leadership.
• 41:12
  Yeah.
• 41:13
  Because you're getting closer because a person felt is feeling heard.
• 41:17
  Right?
• 41:18
  So
• 41:19
  I'm feeling valuable in their space that they bring value to to the conversation, to the
• 41:25
  space, to the project, to their relationship, all those things.
• 41:30
  Yeah.
• 41:31
  So then they're open, and then they think, you know, I connect with you, Roxanne, what do you
• 41:36
  need from me?
• 41:36
  As a leader, if I'm kind of, you know, checking the dots, kind of ticking off what I had to do
• 41:42
  that day versus kind of feeling like what needs to be done because this is my team.
• 41:48
  This is Yeah.
• 41:48
  So important, and I wanna do the best because I want my team to shine, and I want to make, my
• 41:55
  leader know how important it is for me that we we're doing the best.
• 41:59
  If I'm if I'm open hearted, I'm gonna do my best But if I'm kind of thinking, oh, you know,
• 42:04
  she's gonna check and make sure I did this or that, she's always checking my work or
• 42:08
  micromanaging me or those types of things that close off.
• 42:12
  You know, the space that someone brings to to to work?
• 42:16
  Yeah.
• 42:17
  Like, yeah, People feel that.
• 42:22
  Mhmm.
• 42:23
  They feel that you're not authentic.
• 42:25
  Mhmm.
• 42:26
  It's not like the skill has to be developed from inside.
• 42:30
  Not from the outside.
• 42:32
  They feel you're not authentic because you're micromanaging them because as you're listening,
• 42:37
  you're thinking, oh, you should be doing this.
• 42:40
  Well, then you're not listening.
• 42:42
  You're not ready in the presence if you're doing that.
• 42:45
  Yeah.
• 42:45
  The presence.
• 42:46
  Yeah.
• 42:46
  Right.
• 42:47
  Yeah.
• 42:48
  Let me ask you a question as a leader.
• 42:50
  How do you how would you gauge whether someone's authenticity when it increases, how
• 42:57
  would be the what would be the metrics as a company that they should look at to decide if
• 43:01
  someone's connection or authenticity is actually increasing productivity.
• 43:07
  Oh,
• 43:08
  you you added something at the end there.
• 43:13
  Productivity.
• 43:14
  So can you
• 43:15
  be crushed in?
• 43:16
  So I wanna know.
• 43:17
  Right?
• 43:17
  Let's say I'm I'm, you know, one of your leaders, and I have been struggling, and I've
• 43:22
  been really working on increasing being authentic and available and more communicative,
• 43:27
  those types of things, and you're putting me through a coaching or a training program.
• 43:31
  And you're gonna kinda look at whether my impact, my changes have increased productivity.
• 43:38
  What kind of metrics would you look at say, for instance, Dobaco, or any other company to
• 43:43
  decide if my skill enhancement has improved improved productivity.
• 43:49
  Well, you asked me if I had enough time.
• 43:52
  Right?
• 43:53
  Yep.
• 43:53
  And I told you I have time.
• 43:55
  Yes.
• 43:55
  Yes.
• 43:56
  So I have time because I don't have people.
• 43:59
  I used to run a company, and they may be this little statuette, or I gotta find it for you.
• 44:08
  Yeah.
• 44:08
  So they made me this little slide to it.
• 44:11
  It's can you see that?
• 44:12
  Yes.
• 44:12
  I can.
• 44:13
  It's a guy on the trunk on that.
• 44:15
  Right?
• 44:16
  You see it?
• 44:17
  He's on the toilet with on a phone.
• 44:19
  And if you look at the phone, it's not one of these modern phone.
• 44:23
  It was made, like, 25 years Oh,
• 44:24
  that's the one with the first big
• 44:27
  phone.
• 44:28
  Shoe phone.
• 44:28
  They get smartphone with that.
• 44:30
  Yes.
• 44:30
  Yes.
• 44:30
  Yes.
• 44:30
  Yeah.
• 44:31
  So 25 years ago, I was known to be busy.
• 44:35
  And people were lined up in my office, like, lined up.
• 44:40
  I could hardly take a holiday.
• 44:42
  I remember one day, I was in our local park here, because you got a part where my wife,
• 44:47
  where we're canoeing, we're out there, like, probably, I don't know, I don't know, kilometer
• 44:52
  out.
• 44:53
  A police officer on a bullhorn comes over and says There's an emergency.
• 44:59
  Oh my god.
• 44:59
  I'm rowing.
• 45:00
  I'm rowing.
• 45:00
  I'm rowing.
• 45:01
  I'm rowing.
• 45:01
  I get there.
• 45:01
  Like, I'm done.
• 45:03
  Right?
• 45:04
  It was an emergency at work on a Friday, on a Sunday, sorry.
• 45:07
  Right?
• 45:08
  And I call and fucking thinking, I can't get one bit of rest here and people come to find
• 45:16
  me.
• 45:18
  Right.
• 45:21
  People come to find me.
• 45:24
  Last year I took 6 weeks of holidays.
• 45:27
  Not one phone call, not one email.
• 45:30
  We increase sales.
• 45:32
  We develop products, the team showed up.
• 45:37
  They hired people without me knowing.
• 45:42
  I don't know.
• 45:44
  I think you've answered my question.
• 45:46
  Yeah.
• 45:47
  Right?
• 45:49
  So you in developing a certain style of leadership allowed others to function and and
• 45:57
  feel comfortable in the space to lead on their own.
• 46:00
  Yeah.
• 46:00
  And know that they will be okay because they they know that you trust their skills.
• 46:05
  Right.
• 46:07
  Right.
• 46:07
  So they trust me.
• 46:09
  How does trust start?
• 46:10
  Like, let's start with that.
• 46:12
  How do you earn trust?
• 46:14
  By discovering it in other people.
• 46:17
  Mhmm.
• 46:18
  By discovering what you can trust in other people and pointing that out, you you discussed
• 46:23
  trust and you become trustable.
• 46:25
  It's earned, not it's not something you developed.
• 46:28
  Like Mhmm.
• 46:30
  But you can find it.
• 46:31
  And when you find it in other full, you will actually develop it in yourself.
• 46:35
  That's how trust is built.
• 46:36
  Right?
• 46:37
  So, right, like, when this pandemic happened, It took us at least 30 seconds to react.
• 46:46
  Well, when I was having that conversation about your teams and and I'm like, so what how did
• 46:52
  you have to pivot?
• 46:53
  And she goes, well, you know, we didn't really have to pivot.
• 46:55
  We have our coffee trains and I'm not my I'm not gonna talk.
• 47:00
  Yeah.
• 47:00
  So all those things that she, you know, I know from a lot of, interviews that I've been doing
• 47:06
  with with, different leaders and coaches, a lot of people are struggling even that have already
• 47:11
  had virtual teams.
• 47:13
  Yeah.
• 47:13
  But we practice teams.
• 47:15
  Right?
• 47:16
  Like, how do you you remember I said, whatever you want, whatever you practice, you become.
• 47:20
  So every year, everybody at Jericho has an office.
• 47:24
  We don't have a ver we don't have, cubicles.
• 47:27
  There's nobody has cubicles.
• 47:28
  Everybody has an office.
• 47:30
  For the most part, everybody has an office with a door that can close and lock and a window.
• 47:37
  Why?
• 47:39
  Our payroll is the biggest component of anything.
• 47:43
  If you're not productive, right, for 1 hour times 35 people, right, that's a waste of a lot
• 47:51
  of money.
• 47:53
  I calculated everything.
• 47:54
  So
• 47:54
  you see productive, you need a space that you can go there and feel safe and feel valued.
• 47:59
  Right?
• 48:00
  Mhmm.
• 48:00
  And then we have a common kitchen.
• 48:02
  Everybody you you have to come out through a kitchen.
• 48:05
  So that's why we, like, we bump into each other.
• 48:07
  Right?
• 48:08
  That's how we bump into each other.
• 48:09
  We practice yoga.
• 48:10
  That's how we bump into each other.
• 48:11
  We have team meetings.
• 48:12
  That's how we bump into each other.
• 48:14
  Right?
• 48:14
  We practice change.
• 48:15
  Every year, for example, I'll give you a small one.
• 48:18
  Right?
• 48:18
  Why could we pivot?
• 48:20
  Every year, everybody changes office.
• 48:23
  They change offices?
• 48:24
  Yeah.
• 48:25
  Like, so do you do, like, a merry-go-round with offices, or do you Oh,
• 48:29
  there's somebody that's in charge.
• 48:30
  It's not me.
• 48:31
  Her name is.
• 48:32
  And Felicia has a job to change the people's office.
• 48:36
  Interesting.
• 48:39
  She can change anybody.
• 48:40
  Like, I'm just because I'm the founder of the company doesn't mean I get a window or I get a
• 48:45
  special office.
• 48:46
  It means everybody changes the office.
• 48:48
  Yeah.
• 48:50
  Fascity.
• 48:50
  I I have never heard of that before, and I I love it.
• 48:55
  But aren't there people that like change that are saying, oh, Eve, you can't do this to me
• 49:00
  this year again.
• 49:01
  Is it did you do you ever get people feeling like that?
• 49:03
  And other people are saying, oh, just put me wherever.
• 49:07
  Of course, Roxanne.
• 49:08
  At the beginning, when we're doing it, I had a new meet.
• 49:12
  You know, I said, well, I wanna and I'm thinking, if you can't change office because
• 49:16
  you can't work because you're closer to the photocopier or the water cooler or the bathroom
• 49:21
  or whatever it is.
• 49:22
  Like, if you can't figure that out, right, what's gonna happen if you have a pandemic?
• 49:30
  Right?
• 49:31
  Yeah.
• 49:33
  So you have to the one thing is there's 2 things that are certain in life, and you don't
• 49:37
  answer this question.
• 49:38
  Yes.
• 49:38
  I did.
• 49:39
  And what?
• 49:40
  Yeah.
• 49:40
  And death.
• 49:41
  And change.
• 49:41
  Right?
• 49:42
  Change or death.
• 49:43
  Yeah.
• 49:43
  It changed.
• 49:43
  Right?
• 49:44
  Yes.
• 49:44
  Yes.
• 49:44
  Yes.
• 49:44
  Debt do this or three things.
• 49:46
  Yeah.
• 49:47
  Yeah.
• 49:47
  Well, I mean, if you think of the term, Vuka, right, which is, like, I mean, that's what
• 49:52
  we're living.
• 49:52
  That's what we're living now.
• 49:54
  And most people don't know what to do with this whole concept of change to your points.
• 49:59
  They're like, we don't know.
• 50:00
  We don't know what's coming.
• 50:01
  Everybody's in a panic mode.
• 50:03
  Everybody is is is reacting from a place of fear versus, okay.
• 50:07
  We like you said, if I've already been practicing this, I'm like, okay.
• 50:10
  So what I know what it yeah.
• 50:13
  I know what it is to to to function in in a nonlinear way, so I'm gonna be good with this.
• 50:18
  We'll just have to figure out what the terrain's gonna look like, and that sounds like
• 50:22
  something that you've been doing at Doboco over and over again.
• 50:25
  Yeah.
• 50:26
  Like, we have, so we started with that small one.
• 50:30
  Right?
• 50:31
  Yeah.
• 50:31
  Practice change.
• 50:32
  So that's a small thing.
• 50:33
  Let's practice changing that.
• 50:35
  Mhmm.
• 50:35
  Like, it's nothing to change in office.
• 50:37
  Right?
• 50:37
  Now, the CEO, Shelley is the CEO, like, she changed too.
• 50:41
  Right.
• 50:42
  Everybody changes, and Shelley doesn't get to pick her offense.
• 50:46
  And you're gonna do I.
• 50:47
  Nobody gets to pick the offense.
• 50:49
  Felicia picks the office.
• 50:50
  That's her job.
• 50:52
  And her job is to create change.
• 50:55
  Right?
• 50:55
  That's what she does now.
• 50:57
  Now that's a small movement.
• 51:00
  So why is that important?
• 51:01
  Because you can't go from 0 to skiing down the double double diamond trails.
• 51:06
  You have to start by going down the bunny hill.
• 51:09
  Right?
• 51:09
  And you know that from a physical illness point of view, well, the minds know better.
• 51:15
  The minds the same thing.
• 51:16
  You can't go from trusting to trusting, you can't go from identity.
• 51:21
  Like, you can't go over there and you could go from change.
• 51:25
  Right?
• 51:25
  You have to start in small steps or start small, right?
• 51:29
  Absolutely.
• 51:29
  Absolutely.
• 51:31
  So we've we've got a project app on program called Curidge, and you're with
• 51:36
  No.
• 51:36
  I have not.
• 51:37
  Shelley did not share that with me.
• 51:39
  Yeah.
• 51:39
  So we have a program called courage.
• 51:41
  So courage the intention is more important than the business.
• 51:46
  Okay.
• 51:47
  Mhmm.
• 51:48
  The intention is more important than the business.
• 51:51
  The intention is more important than the the the program.
• 51:54
  Okay.
• 51:55
  Okay.
• 51:56
  The name, right, the intention is the name of the program.
• 52:00
  So it's called courage.
• 52:02
  So what's the intention of courage?
• 52:03
  To be to be more courageous.
• 52:05
  Courage.
• 52:06
  Right.
• 52:06
  What are the rules?
• 52:07
  There was 2 rules.
• 52:09
  You must do something that is courageous.
• 52:13
  Okay.
• 52:14
  And it must not cost more than $3000.
• 52:16
  And every employee has access to that once a year.
• 52:22
  Wow.
• 52:23
  Right?
• 52:24
  So what is courage for you?
• 52:26
  I don't know.
• 52:27
  Right?
• 52:28
  So everybody's got so we have 3 authors that read that wrote wrote books.
• 52:33
  We have a guy that was gonna run the marathon.
• 52:35
  His name is Jeff.
• 52:36
  And his fear was crossing the Golden Dead Gate Bridge.
• 52:40
  He was molested when he was young.
• 52:42
  And all he had a picture on her cry here.
• 52:45
  He had a picture of the Golden Gate Bridge, and that was his fear.
• 52:50
  Wow.
• 52:51
  And he became a marathon runner last year, and he said, you know what?
• 52:54
  I wanna run a marathon crossing the golden gate bridge.
• 53:01
  That was his fear.
• 53:03
  My sister just five kids at home, right, and she doesn't pepper herself.
• 53:10
  Her fear was getting peppered.
• 53:13
  So she decided to book a day off and go get pampered in a spot.
• 53:18
  You cannot imagine the discussions I had with that girl.
• 53:24
  Now she's like super, like, successful leader, like strong, courageous, but she could not do
• 53:34
  that.
• 53:35
  Right?
• 53:37
  So I said to her, Adityan, I've already booked it.
• 53:41
  It's already all set.
• 53:42
  You have to go.
• 53:43
  And she was finding excuses after excuses after excuses.
• 53:47
  Yeah.
• 53:48
  And she sat there all day, and she discovered something she never knew before.
• 53:53
  Herself.
• 53:56
  We have, what else do we have?
• 53:59
  We have one of our well, he can't go now, but he was planning to go back home.
• 54:03
  To South Korea.
• 54:05
  He left an estranged family there, and he wanted to go back and men men men his way with
• 54:11
  his family member.
• 54:14
  I don't know what courage is.
• 54:15
  Can you can you tell me what courage is?
• 54:17
  Oh my goodness.
• 54:18
  So courage is is walking into something that you're petrified about and taking I okay.
• 54:23
  So this is how this is my analogy that I use.
• 54:25
  It's like, I know I gotta do this.
• 54:28
  I'm gonna go through a tunnel.
• 54:30
  And I'm gonna take each step that I'm gonna take.
• 54:32
  I'm gonna hope there's a bit of light.
• 54:35
  So I so I can take that next step and not back up.
• 54:39
  I'm gonna I'm just gonna go, you know, a bit at a time and hope to God that there's what I'm
• 54:45
  looking for is on the other end and that I know I will be okay
• 54:49
  So so what is contract to do with running a company that's engaged and full of vitality and
• 54:58
  innovation.
• 55:00
  It
• 55:01
  creates connection.
• 55:02
  Yeah.
• 55:03
  You take risk.
• 55:04
  Right?
• 55:04
  Yeah.
• 55:04
  Because it's I I say I I, you know, in, kind of my tagline for my brand, I said it's not about
• 55:11
  ROI.
• 55:11
  It's about ROR, which is return on relationship versus return investment, which is exactly what
• 55:17
  you're talking.
• 55:17
  You're saying to your employees, go ahead and do something.
• 55:20
  And what what happens when we where you have to be vulnerable and you're scared, and you're
• 55:26
  taking that step.
• 55:27
  But then ultimately, you achieve it, but you're achieving it in in the context of a system
• 55:33
  that's validating that says, wow.
• 55:36
  You did it.
• 55:38
  Who came up with this concept?
• 55:40
  Do you?
• 55:41
  I did.
• 55:41
  Yeah.
• 55:42
  You did.
• 55:43
  Is it in your is it in your buck?
• 55:45
  Not in this book.
• 55:46
  So what happened on video starter, what happened is I I'm really against manipulation.
• 55:51
  Right?
• 55:52
  So when you look at, like, there's no I'm not measuring the return on investing on courage.
• 55:56
  You can't.
• 55:57
  Yeah.
• 55:58
  But I know that if you practice courage, you will become courageous.
• 56:01
  In your life, your personal life, and in your business life.
• 56:04
  That means to me that if you're programming, right, you will have the audacity to do
• 56:09
  something you never did Right?
• 56:12
  Yeah.
• 56:12
  Of course.
• 56:12
  Because you're practicing courage.
• 56:14
  Right?
• 56:15
  So what happens, like, I turn 60.
• 56:18
  I decided that I wanted to become I've been practicing yoga for 5 years, 6 years, and I I
• 56:23
  think this is great.
• 56:24
  I'm getting awareness.
• 56:25
  I'm getting these ideas.
• 56:26
  Like, this is fantastic.
• 56:28
  So I find this program.
• 56:29
  It's called Back to East yoga, and it's the one that has 1 week where you can go for 1 week.
• 56:34
  I think it is perfect.
• 56:34
  I can go for 1 week and nobody's gonna say anything.
• 56:37
  Right?
• 56:38
  And my mom is my dad is so religious.
• 56:41
  They're very religious.
• 56:42
  So like a force yoga is not fairly religion.
• 56:45
  You know, it's not the same thing.
• 56:47
  I might get invaded by the devil or something.
• 56:49
  Right?
• 56:49
  Like, my family's not in Gio gum.
• 56:52
  My wife is going to say something.
• 56:54
  Friends are gonna what are my friends most?
• 56:56
  My my our guy friends, like, yoga.
• 56:58
  Like, we do.
• 56:59
  You're sixty years old.
• 57:01
  Like, right?
• 57:02
  I booked this trip, and I don't wanna go.
• 57:04
  Shelly comes to me and says, you're going.
• 57:06
  I booked you.
• 57:08
  You're done.
• 57:09
  First trip in my life that I ever took took in my myself.
• 57:13
  Pleasure.
• 57:13
  Right?
• 57:14
  It's in Tulum, Mexico.
• 57:15
  It's a beautiful place.
• 57:17
  And it changed my life.
• 57:21
  It changed the way I managed a company.
• 57:23
  It changed the way I saw things.
• 57:24
  It changed the way I saw my self, I I stayed there for an extra week.
• 57:30
  Week, I wrote this book while I was there.
• 57:33
  And I come back and did do a book.
• 57:35
  And I'd say, holy shit.
• 57:36
  I want everybody to go do yoga.
• 57:39
  And I thought, wrong, what I got from that is that it took everything I had to go do and
• 57:47
  become a teacher, a yoga teacher, back to courage.
• 57:51
  I want people to have courage.
• 57:55
  I want people to do what they wanna do.
• 57:57
  I don't want people to live with regrets.
• 57:59
  I don't want people to live with coming over and say, I wish I would have done that.
• 58:03
  I want you to have the facility to do that.
• 58:05
  And I thought, what is the one thing that removes, like, a barrier money?
• 58:11
  And permission.
• 58:13
  So I'm gonna give you permission to do whatever you want.
• 58:18
  And I'm gonna give you some money for it.
• 58:21
  Now, what's your excuse?
• 58:23
  Don't have any.
• 58:25
  Go do it.
• 58:26
  You've removed it.
• 58:27
  And we celebrate it without judgment.
• 58:30
  There's no re because I know if you Roxanne courage, you will become courage.
• 58:34
  And it's It spreads like wildfire this thing.
• 58:38
  It's weird.
• 58:39
  I could I could just imagine.
• 58:41
  And then having people come back from these events or activities and and just what space
• 58:47
  they must bring back.
• 58:49
  You're right.
• 58:49
  How do you how do you quantify that?
• 58:52
  Qualitatively, I'm sure people are in cloud 9 and they're, you know, feeling like so
• 58:57
  elevated.
• 58:58
  And that, again, translates into energy.
• 59:01
  And we're and we we know we are attracted to like energy.
• 59:06
  So if that's the space you're creating at at in dovaco.
• 59:10
  Makes sense.
• 59:11
  Makes sense.
• 59:12
  I don't know.
• 59:13
  I quantum physics.
• 59:15
  Yeah.
• 59:15
  Of course.
• 59:16
  And I'm all about quantum physics.
• 59:17
  At energy and all that stuff.
• 59:20
  So, I mean, if this has been a phenomenal interview.
• 59:23
  Thank you so much.
• 59:25
  For your wisdom and your time.
• 59:27
  I I feel like, what you've given us today will do such, creates such a space for anyone
• 59:34
  listening, whether it's at home or at work, or especially in leadership of this, uncertain
• 59:40
  time.
• 59:40
  I hope that leaders can look listen and realize we have all we have it all around us.
• 59:46
  Just about opening your eyes or opening your body, like you said earlier, to absorb what
• 59:52
  really is good for all of us.
• 59:53
  It's it's here.
• 59:54
  We are going through a metamorphic shift in the world.
• 59:58
  And I hope that in this consciousness that we have the opportunity to be able to build,
• 1:00:02
  spaces like we've created, and to build things like those courageous events that allows people
• 1:00:09
  to connect on a level that, you know, we were probably be able to articulate otherwise.
• 1:00:16
  Yeah.
• 1:00:16
  I love that.
• 1:00:17
  I'm gonna leave you this.
• 1:00:19
  Yeah.
• 1:00:19
  We have to stop looking for answers.
• 1:00:22
  Mhmm.
• 1:00:23
  There are no answers, and that you already know the answer.
• 1:00:28
  Yeah.
• 1:00:29
  Just go just go inside and listen.
• 1:00:31
  It's inside of you.
• 1:00:32
  Right?
• 1:00:32
  Just, like, close your eyes and then feel it and, and trust that you already know the
• 1:00:38
  answer.
• 1:00:39
  Yes.
• 1:00:39
  For sure.
• 1:00:41
  Well, I am going to is there anywhere that people can now your book?
• 1:00:45
  When is it coming out?
• 1:00:48
  It's it's out already.
• 1:00:51
  Yeah.
• 1:00:51
  Mhmm.
• 1:00:52
  They can they can the easiest way would be to go eveset.com.
• 1:00:56
  Okay.
• 1:00:57
  And I have my book and and then you can link to our software products there too, or you can
• 1:01:02
  just reach me on any social media you've just set.
• 1:01:05
  I'm there.
• 1:01:06
  If you're in the Moncter Region, I'll deliver the book.
• 1:01:09
  If you're farther away, I'll just send it to you.
• 1:01:12
  Awesome.
• 1:01:12
  Well, I will I will make sure that I have the link to both, and they'll go in it'll go in the
• 1:01:17
  show notes, and it will go out.
• 1:01:18
  I'll let you know when, everything will be be released.
• 1:01:21
  So, again, thanks so much for your time.
• 1:01:24
  So for me, I am going to think about what my career just act is gonna be.
• 1:01:28
  Cool.
• 1:01:29
  One one do one thing that scares you.
• 1:01:32
  Okay.
• 1:01:32
  I'm I'm gonna have to think about that.
• 1:01:34
  What scares me?
• 1:01:35
  I'm gonna have to think about that.
• 1:01:36
  And then I will let you know the next time we can So, Eve, thanks so much.
• 1:01:40
  Have a great, have a great day.
• 1:01:43
  Thank you, Roxanne.
• 1:01:44
  Okay.
• 1:01:44
  Take care.
• 1:01:46
  Thanks for tuning in to authentic living with Roxanne, creating the space for positive,
• 1:01:52
  healthy change.
• 1:01:53
  Roxanne is a keynote speaker psychotherapist, and coach to work with Roxanne.
• 1:01:59
  Visit rocksandurhaj.com/blueprint.
• 1:02:03
  We'll see you next time.
• 1:02:05
  On authentic living with Roxanne.