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Recognition is the Greatest Motivator · Authentic Living

• 0:32
  Welcome to All Bennett Blooming.
• 0:37
  Front answer the call and thoughts about these conversations.
• 0:54
  Hi,
• 0:58
  everyone.
• 0:59
  It's, Roxanne Thore Derhodge.
• 1:00
  Thanks so much for tuning in again, to authentic living on sand.
• 1:05
  So, you know, on my show, I talk about authenticity and listening to that inner space
• 1:09
  within your voice, to be able to capture and have best relationships.
• 1:14
  So today, I have a special guest, Sarah McDonald.
• 1:17
  Sarah is, a cousin elect of a Toronto Community Association Professionals because I would just
• 1:23
  privileged, to meet Sarah, and I've, now belong to the organization's for welcome, Sarah.
• 1:30
  Thanks for coming on.
• 1:32
  Thank year.
• 1:34
  Oh, it's my pleasure.
• 1:36
  Well, I I have a bit of a bio, but I I often say I will see a bit, but I think it's often
• 1:40
  the best that you kind of tell people a bit of yourself.
• 1:42
  But, what I can tell my audience is, and, that Sarah is a leading recognition expert, helping
• 1:49
  leaders kind of look at people's exponential power of recognitions.
• 1:53
  She looks into, retaining top talents and sustaining healthy bottom lines, which I know
• 1:59
  every company's look for out there.
• 2:01
  She basically does, Chicocha's leaders.
• 2:04
  She does workshops, and she's an organizational development professional, which is fantastic.
• 2:11
  She's been in a lead leadership role, for about 17 years.
• 2:14
  She has three books, which is fantastic, which is, and she has lots of free resources on her
• 2:20
  website, that I could see here, and, a couple of things that she's gonna offer to you today.
• 2:24
  So, Sarah, thanks so much.
• 2:26
  And, your brand is greatness magnified, which I thought was a complete kind of alignment when
• 2:32
  you kind of think of my brand and your brand.
• 2:34
  So, thanks again for coming on.
• 2:36
  So tell them tell us a little bit about you and kind of your path.
• 2:40
  I know you and I have a bit of similar backgrounds, with our education, but, you know,
• 2:45
  interested to hear about, how you kind of started coaching and, and dealing with leaders.
• 2:53
  Yeah.
• 2:53
  So, really, actually, I think my my connection to to your common industry, right, the love of
• 3:00
  training and development and human resources and just frankly helping people in workplaces
• 3:06
  to to evolve and develop and and to be appreciated and do meaningful work.
• 3:12
  I mean, that actually started when I was doing my undergraduate degree.
• 3:15
  So was fortunate enough to go to Brock University, and they have an amazing
• 3:20
  opportunity for undergraduates to be special leaders of, classes for 1st year students.
• 3:28
  And I took every course that they had available to be to learn how to teach and then a
• 3:33
  approached them.
• 3:34
  I said, I think we I should be the author of the TA guide for Brock University and for some
• 3:38
  reason they said, yes, but I just I found my passion for teaching and even when I went on to
• 3:44
  Grad school and I was doing what I still thought I wanted to do, which was to be a
• 3:48
  helping professional, you know, to be a therapist, I realized very quickly that it
• 3:52
  actually was a career in training development and organizational development and systems and
• 3:58
  now my niche area that I do in my own business and have have been running my own business for
• 4:03
  the last 3 years is specifically, as you had mentioned in my bio rack emission.
• 4:09
  Because if there's one thing I found, I'm sure Roxanne, you found the same thing in your
• 4:13
  career that, you know, if if our workplace across North America, the average person,
• 4:18
  there's only about 30% satisfaction.
• 4:20
  There's something really wrong.
• 4:22
  And the organizational development work that my colleagues and I have been doing for years,
• 4:28
  almost always found that recognition was the easiest, fastest way to build trust and
• 4:33
  productivity and paired focus and mission and and frankly, more satisfaction and and desire
• 4:40
  to come into work.
• 4:41
  And when that started to happen, then it reduced sick time and turnover and the other
• 4:47
  business challenges that we experienced today.
• 4:49
  So it's been an interesting journey of the love of teaching to spending the time with people to
• 4:56
  see where the pain points are.
• 4:57
  And then now, at this point, my life being able to focus on the easiest strategy I know of for
• 5:04
  every individual no matter how burnt out no matter how much they're thriving to be able to
• 5:08
  continue to squirt themselves as well as support other people.
• 5:12
  So tell me, you know, you so your background, I guess it's it's, family relations.
• 5:16
  I saw that an organizational consulting.
• 5:18
  So that's a you know, you found all your passions along the way, and you made that
• 5:22
  connection.
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  And now you're speaking and training and doing all these wonderful things, So how did you kind
• 5:27
  of make that connect?
• 5:28
  Like, you know, obviously, and I, having been a corporate consultant too, the you're right.
• 5:34
  People bring themselves to work.
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  Gone are the days when we thought, you know, Roxanne comes to work.
• 5:40
  She leaves her her personal issues.
• 5:43
  At home, she walks through the door, and she's gonna be the stellar employee, and she's gonna
• 5:47
  give everything.
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  So that's, obviously, we know that that's not the case.
• 5:50
  So in your in your sense, how did you kind of start to connect to that whole concept of
• 5:56
  people wanting to be connected and and help and and tying it to rewards, I guess, with
• 6:02
  organizations.
• 6:05
  Mhmm.
• 6:05
  Yeah.
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  So It the having a background in psychology and in family systems theory, well, we certainly
• 6:12
  see from the whole humanistic psychology, grounding, which was the feel the psychology
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  I'm most connected to personally that, and I think it was Carl Rogers who said, if there's
• 6:23
  something that people need more than to be loved, it's to be understood.
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  And that's really the gap in organizations today.
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  Is that a lot of people are walking around feeling like nobody cares about me, or they
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  just don't understand me.
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  That you know, even if people know that they do meaningful work, which not all feel that they
• 6:39
  are, it's that Would anybody care if I left or do or frankly my disposable that somebody will
• 6:47
  just replace me and they won't even care?
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  Or are my opinions and my ideas for improvement, might, whether it be improve a
• 6:55
  system or a product or to create something new, to be able to address longstanding issues.
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  Somebody hearing me?
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  Do they want me to be able to share that?
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  Because it's been my experience, and I'm sure it has been yours and all of your listeners
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  that we've all had times in our career where that falls on deaf ears.
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  And it's very disempowering and certainly disengaging.
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  So again, there's such easy strategies to be able to to connect in with people, and it's all
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  based in the the roots of psychology and basic human relationships, whether it's family or
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  whether it's organizational psychology or any number of related people fields, we see this
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  time and time again.
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  So strong evidence, of course, the evolving field positive psychology further supports
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  this, and and, you know, meaningful work and why some people are incredibly successful and
• 7:45
  more gritty than other people but the bottom line is and and really where it's it's even
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  come up in my coaching work that I've done because I'm a professional cert I coach and so
• 7:55
  coached over 300 people over my career is that that's often when people are at the point of a
• 8:00
  transition.
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  Why people consider leaving their profession or leaving their job or, you know, where they
• 8:06
  maybe want for a stretch and they're ready to pursue something else It's often in that that
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  aspirational place to be able to fill a void as opposed to always being aspirational to be able
• 8:19
  to do the next thing.
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  So, you know, my where I think I've, the authentic piece, you know, to to to relate in
• 8:27
  with your core message of what you're trying to do in your cast is in my career and is
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  listening to people's authentic voices and trying to figure out what is my unique way that
• 8:38
  I can help them and where how I can fill a need that's not being filled in the world.
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  And I'm hoping that your listeners are are asking themselves that same question because
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  you know, there's not there's nothing new under the sun really.
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  We're still just sort of redigesting and figuring things out as we go.
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  It's how how can you fill a void that's still, for some reason, despite how evolved we are and
• 9:02
  how much we know go and serve whether it's one person or create a whole movement.
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  There is there is a valuable place, and that's really greatness magnified, right, is how do
• 9:12
  you magnify your greatness by bringing that contribution, your unique greatness to bear.
• 9:18
  And, you know, that's a good point, right, because we all wanna be validated.
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  I mean, whether I'm sweeping the floor or I'm I'm running a major, a part of a, p particular
• 9:28
  industry.
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  At the end of the day, people wanna know that their voice is valued to some degree.
• 9:33
  And what I found when I was in corporate consulting for years, the biggest gap and
• 9:38
  interested to hear what you what you found is that a lot of times the middle managers may not
• 9:44
  have the skills themselves to be able to, you know, be able to leverage what they hear above
• 9:50
  and support below.
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  Because they often get from both ends.
• 9:54
  Right?
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  They get I'm not, you know, you you know, you you're not meeting my needs, and then they have
• 9:58
  the metrics that they have to kind of report to in reference to their senior management and
• 10:02
  those types of things.
• 10:03
  And oftentimes, whether it was a small, company up to, you know, sometimes the companies that I
• 10:08
  serve had a 100,000 lives.
• 10:10
  That was often the issue that we found is that managers either got pulled up through the rank
• 10:16
  because they, could do the job, which is great, on a, on a bottom line kind of element, around
• 10:22
  the soft skills and to things that was, was they're like, well, I'm not sure how to
• 10:27
  intervene with Sarah because I'm, you know, she may be going through something I'm not gonna
• 10:33
  step into it because that's Sarah's business.
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  But I know maybe Sarah has been a little bit tardy on Wednesday after, you know, mornings
• 10:42
  type of thing.
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  So do you find when you're out there that's, that's something that you're seeing, and, and
• 10:48
  how do you kind of approach that with companies that you coach, of those issues.
• 10:54
  Mhmm.
• 10:57
  Managers, for the most part, are pretty darn burnt out.
• 11:00
  And, you know, I I'm fortunate that a lot of the folks that I'm working with are very
• 11:04
  progressive organization.
• 11:06
  I thought when I first started my business, I would be helping people see the light and
• 11:10
  embracing the opportunity to build how engagement, respectful cultures, and that I
• 11:17
  would help them to see path forward.
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  And as I'm sure you've experienced in your business, the people who get that there's an
• 11:24
  opportunity to continuously improve that are continuously improving.
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  So, so I don't always actually work with people who just don't get it.
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  So sometimes it's those those organizations that actually are putting a lot of, things in
• 11:37
  place for their middle managers to not be overwhelmed.
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  So they probably are doing things like their operational at least, such as identifying the
• 11:45
  most important few things that need to be done.
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  You know, the 4 disciplines of execution is a great book that I recommend companies that when
• 11:52
  they're not doing that, so they understand that it's better to do a few things really well.
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  And, therefore, you're not burdening your middle managers.
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  Right.
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  That's very clear.
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  You can communicate a few key objectives very easily, and you can also make progress on them
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  so much more easily.
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  As opposed to what tends to happen in most organizations, which is while there's so many
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  things that we need to do, there's so many stakeholders we're trying to serve, We've got
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  we're we're pulled in a million different directions.
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  Right.
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  Right.
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  We don't have time to even communicate that to middle managers to frontline staff, to our
• 12:26
  clients, to our suppliers, and other partners, let alone us all understand and be rowing in
• 12:34
  the same direction ourselves.
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  So, I mean, that's the very first thing I say to folks if they they're feeling overwhelmed or
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  if their organizations are in a bit of a state of crisis and they can't figure out why are
• 12:43
  those middle managers not, you know, Bickering it out, and why are they bickering amongst
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  themselves, and why aren't they helping each other?
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  Well, do they know what are the most important priorities and and have they been able to have
• 12:56
  the support to take things off their plate that aren't aligned to those parodies?
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  I mean, that's that's one thing.
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  The other piece, of course, we have to invest in our people that you you've got middle
• 13:06
  managers who you're putting the the biggest most important responsibility in their hands.
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  Because there's your your, really, your first customer should be your employees because if
• 13:17
  your employees aren't taking care of your than your customers are being taken care of.
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  And so this whole reactionary firefighting mode that a lot of organizations go through, whether
• 13:27
  it be We're seeing a gap in our in our leaders.
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  So I guess you better plug that a hole right through to operational day to day.
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  Why isn't somebody getting that report done?
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  I gotta chase them.
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  There's probably a lack of planning and a very reactionary sort of approach.
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  So, you know, I I would suggest that people need to take a look at that.
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  And making sure that you have that focus on what are, again, the least, you know, the
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  important few most important objectives that people need to to be growing and developing in,
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  as leaders and that they are no what's expected of them and that there's two way conversations
• 14:08
  on an ongoing basis as if they're expect they're meeting those expectations.
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  And remind people, tell people celebrate with people when they're doing great, when they're
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  making progress, or when they're going above and beyond, including with our middle manager,
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  because it's not an easy gig at 2 o'clock.
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  You know what?
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  So I think it's oftentimes the most difficult role.
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  Right?
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  They have such responsibility.
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  And if they're not being supported or they're if they're not being invested in, if there's
• 14:34
  skill set deficits or, you know, and sometimes they just need a pat on the back that said,
• 14:39
  that says, hey, you're doing a pretty good job.
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  You know, when I would go into the companies that I served, I I would say that most of us
• 14:46
  agreed as executives that we would be able to tell the temple of the environment by the
• 14:51
  person greeting us, generally at reception.
• 14:55
  And, you know, over the years, it really kind of bore out because you can kind of tell if
• 14:59
  someone walked up to you, hey, how are you doing?
• 15:01
  You kind of and then you kind of got into what was happening within the organization to health
• 15:07
  and wellness strategy?
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  What are their, you know, the key cost drivers for, concerns and things like that?
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  You could kind of it it kinda trickle down and you could see it worse as when you walked in.
• 15:18
  And, you know, that person was maybe a little bit more abrupt or or stern or those types of
• 15:22
  things that, you know, you kinda could see that kind of rippling all the way through.
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  So in in reference to, greatness, like, when you, you know, the average person, I think it's
• 15:32
  great.
• 15:32
  Right?
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  I all of us wanna work for a company that's informed and, and, and connected and, you know,
• 15:39
  knows what we need to focus on, and they're only gonna do 1 or 2 things at a time.
• 15:43
  But we you and I know not a lot of realities and businesses, you know, year after year, as
• 15:48
  we go, we're doing a whole lot more with less.
• 15:50
  And we're having to make sure that we keep our human capital because without great employees,
• 15:56
  the average, and then you would probably be able to tell me the, you know, if you were to
• 15:59
  lose an employee by the time or, somebody, very pivotal, it takes you about 6 to 8 months to be
• 16:05
  able to get that person hired, retrained, and be able to really kind of make a difference
• 16:10
  again in the company.
• 16:12
  So keeping people are very, very
• 16:13
  And three times a person's salary possibly.
• 16:17
  You know, that's that's some of the research says it can be up to three times the cost of
• 16:21
  their annual salary or if they're hourly wage there, what they would get paid in a year to be
• 16:25
  able to replace them.
• 16:27
  Wow.
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  Oh, it's that.
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  And some organizations pay 400% turnover rate.
• 16:31
  So you can imagine how much money is flying out the door every year.
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  So I'm Absolutely.
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  And there's some fields in some industries that have a much higher turnover than others too.
• 16:40
  So, absolutely.
• 16:42
  You know, it's this is a very high cost.
• 16:46
  To to not addressing your turnover issues.
• 16:49
  For sure.
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  So I'm I'm curious.
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  Right?
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  It's great to work with companies that are know it and they get it.
• 16:55
  And, you know, you go in and you, you know, help those employees to magnify further what
• 16:59
  their capacity is and the which is great.
• 17:02
  But if somebody's listening and they're having a tough time, right, and they're thinking,
• 17:07
  Sarah, I love I love the fact that, you know, I love my job, but, you know, I'm I'm not getting
• 17:11
  the feedback that I maybe would I'm I'm I'm I'm almost starving for it because I you know,
• 17:16
  because we're on to the next thing, right, where the project is done, and we're onto
• 17:20
  another, and we're onto another, and I'm really wanting to kinda get some positive back.
• 17:27
  What might be some things that you would suggest that they try with the people that they
• 17:31
  work with either above or, you know, laterally to to try to kind of engage, a shift in in what
• 17:37
  they're needing.
• 17:39
  Well, and this is the thing that I love about recognition is that you can have anybody start
• 17:44
  a recognition, movement and very small, completely free, or very low cost ways.
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  It doesn't have to be a corporate initiative.
• 17:53
  You don't need permission to do it.
• 17:56
  My goodness.
• 17:57
  If somebody gave you flack for trying to make the workplace better, you definitely don't
• 18:00
  wanna work there.
• 18:01
  You know?
• 18:01
  So, so it's there's no barriers to it.
• 18:05
  So what I would say is, you know, try try recognition strategy.
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  Have kudos cards, thank you cards, buy your desk, leave them on your colleague's computer,
• 18:13
  or tweet them, you know, create a hashtag.
• 18:17
  You know, if the if your company, doesn't mind, or maybe it's just a personal thing that you're
• 18:22
  doing with your your colleagues, but it doesn't have to be a corporate thing.
• 18:27
  Share with them with the rest of the world why you why you appreciate them or what they do
• 18:31
  that's special.
• 18:34
  So that's sort of some things that I always suggest people should be doing all time.
• 18:38
  And the the research that I've done that went into my first book with my co author, Brenda
• 18:42
  Zolter Minden, we worked with Canadian engagement survey company metrics at work.
• 18:46
  To look at their database of over a quarter of a million engagement survey data points to see,
• 18:51
  are there some common things that most people want to need when it comes to recognition?
• 18:56
  And, of course, there are.
• 18:56
  You could probably guess what they are.
• 18:58
  I mean, if I asked you, you know, what are the ways in which you think in your experience?
• 19:02
  What are the ways that people most wanna be recognized?
• 19:04
  What would you
• 19:05
  I would say they want to be validated, for what they do.
• 19:09
  Maybe not every day, but, you know, periodically, they want to know that they're a
• 19:14
  person.
• 19:14
  They wanna see.
• 19:15
  Yeah.
• 19:15
  You know, if you're my boss, I wanna know that you know kinda how I'm doing instead of what's
• 19:21
  just going on at work.
• 19:22
  And I think just basic human kindness, I would say.
• 19:26
  And that kind of sounds that sounds kind of warm and fuzzy coming from both of you and I,
• 19:30
  but really, I think of myself when I was, I've been in lots of, you know, different
• 19:34
  environments, and the ones that were the most toxic for me were generally the people that
• 19:39
  were disconnected from what I was doing.
• 19:42
  And oftentimes, the only time they would speak would be either little bit more than
• 19:47
  performance evaluation time, but when something wasn't going right.
• 19:51
  Yeah.
• 19:51
  And that, you know, I would want the opposite.
• 19:53
  So just if okay.
• 19:54
  How's it going?
• 19:55
  Are there your struggles?
• 19:56
  What are the pressures that's going on?
• 19:58
  And just kinda getting a pulse of what's happening would be something that I think
• 20:02
  would, would would would help.
• 20:05
  Yeah.
• 20:06
  And, you know, and and the the modes in which that happens that people say they most often
• 20:10
  want is number 1 Oh, tell me, thank you.
• 20:15
  Number 2, personal specific words of acknowledgements, which is exactly what you
• 20:19
  just demonstrated.
• 20:20
  And number 3, Thank you.
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  So 88% or more people say that they want 1 of those 3.
• 20:28
  And I think the the verbal thank you was 95% of people.
• 20:32
  So you really can't go wrong if you use any of those strategies.
• 20:35
  And to your point, make knowing what's going on with people, making something personalized not
• 20:42
  just being present and talking to somebody when something's going wrong, but also when you
• 20:46
  notice something right, And my my colleague and I, we talk about some more solution focused
• 20:52
  approach as opposed to a problem centric model, which is a lot of organizations focus more on
• 20:58
  problems.
• 20:59
  And in in sol a solution focused leadership approach is to notice the extraordinary that
• 21:03
  happens in our ordinary ordinary lives.
• 21:06
  So there's extraordinary moments of greatness that show up all the time and yet they get
• 21:10
  missed.
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  And I'm not saying we have to acknowledge every one of them.
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  However, there's lots of missed opportunities.
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  So, you know, when you had asked the question originally about what could people be doing,
• 21:20
  notice the extraordinary, those little tiny windows of humanity, and and acknowledge them.
• 21:25
  Don't let those homeless pass you by.
• 21:27
  For me, I walk around and I carry little squishy frogs and frog terms.
• 21:32
  If I curse it all times.
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  And my, you know, my it's it's people laugh because I'll just go I'll say to a perfect
• 21:39
  stranger who's done something great.
• 21:40
  And and it could be very small, great.
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  Like, an extra smile when they hand over your coffee, and they have a great day.
• 21:47
  And they they were just giving you great service.
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  And you may have only had one minute of interaction with them, but that whole minute
• 21:53
  was great and authentic.
• 21:55
  Right?
• 21:56
  And I'll I'll say, well, I I just have to frog you, which frogs me in.
• 22:00
  If you wanna get my Say that.
• 22:03
  Yeah.
• 22:04
  Exactly.
• 22:04
  That's one of the reactions you get.
• 22:06
  The other reaction is I'm gonna call security.
• 22:08
  You know, so that's always try it.
• 22:11
  It's really good.
• 22:12
  I've gotta try I've gotta try that the next time I'm out.
• 22:14
  But you're so correct.
• 22:15
  I'll give you an example.
• 22:16
  When I was, I managed a, a center and I had a team of of 15.
• 22:21
  And I was coming in as the, you know, the new leader, and Dan had a rough, you know,
• 22:27
  interaction with their last leader.
• 22:28
  And I was very young and blah blah blah.
• 22:30
  All those fun things.
• 22:31
  And and they were struggling.
• 22:33
  They were struggling.
• 22:34
  They really were, and trust was the issue.
• 22:36
  I was a new girl.
• 22:38
  They they apparently had a timeline on how long it was gonna last those types of things.
• 22:41
  And Oh, that's always fun to be part of them.
• 22:43
  And, attention tool.
• 22:46
  So what I did was as they started to really just kind of get to know me is I Christmas
• 22:51
  time, just intuitively, I had their names embroidered with the departments and, you know,
• 22:58
  with Christmas colors.
• 22:59
  And it made and I I thought, What a simple gesture, what, but the return that I got on
• 23:07
  that to this day, I will run into these, colleagues now and they will say, remember that
• 23:13
  time?
• 23:13
  The shirts and and they were so proud that, you know, the shirt props, they cost me, like, $3
• 23:18
  to get embroidered, probably cost them 5.
• 23:21
  To give 10 people, and I took them all up to lunch and then gave it to them, and we all wore
• 23:26
  it wore it over lunch.
• 23:27
  And after that, it was such a shift because then they they saw me as a person.
• 23:31
  I was no longer the person that was gonna tell them what to do, but in fact, you know, it was
• 23:36
  a a simple gesture that said, but maybe maybe we should give this lady a a chance.
• 23:41
  And sometimes it's something as small as that, like you said, or or giving somebody something
• 23:45
  simple.
• 23:46
  Or a genuine smile.
• 23:47
  I've heard somebody explain, a smile is like a, a, like, a hug without physically touching.
• 23:53
  And I thought, How simple is that?
• 23:55
  What do we teach our children?
• 23:56
  Right?
• 23:56
  We teach them to be kind.
• 23:58
  We teach them to say hello and goodbye or thank you.
• 24:02
  Some basic things, but to take that into the workplace, it it just makes it we all have to
• 24:06
  work.
• 24:07
  And it and, you know, we spend so much time at work.
• 24:10
  So it's nice to be able to have that, that kind of connection at work.
• 24:14
  And then at the end of the day, if we like who we're working for, what do we do?
• 24:19
  We work harder.
• 24:20
  Yeah.
• 24:21
  You know?
• 24:22
  Yeah.
• 24:22
  So so I think with greatness magnified, so so when, when you're coaching with someone.
• 24:28
  Let's say someone's thinking about potentially coaching with you, you know, they can reach out
• 24:33
  to you individually to coach.
• 24:35
  What kind of things would you Is there a certain system that you go through with them?
• 24:39
  What what kind of things would you do to quote someone individually?
• 24:43
  Yeah.
• 24:43
  So there's two reasons really what people hire me as a coach, number 1, and that has always
• 24:51
  been in place is they want some professional coaching to help them with a transition point
• 24:58
  in their life.
• 24:58
  And it's usually that they are considering leaving the current role or that they're ready
• 25:04
  for a promotion and they want to put the best foot forward.
• 25:09
  They may have, be maybe in a position where things change dramatically at their job and it
• 25:13
  no longer is a good fit for them.
• 25:15
  So they're just, you know, proactive folks who professionals who want to get an action and
• 25:20
  almost always people who approach me are women.
• 25:23
  It I love men too, just ask my husband, but, you know, it just happens mostly women who who,
• 25:31
  seek out seek me out.
• 25:32
  And I think part of it is because, you know, we've we I can relate to all of the struggles
• 25:39
  that they are going through in making those tough decisions about the next step, whether it
• 25:44
  be kids, the invisible nature of work that we women take on, the the pressures that we ex we
• 25:53
  internalize to bus glass ceiling and do I really want to keep go from going up the ladder
• 25:59
  or in fact is my current level exactly what I want is, you know, what is my choice And what
• 26:06
  is what I think other people expect of me?
• 26:08
  You know, it's really who people who are really processing that.
• 26:11
  And so I don't have a particular system because each client is unique and different, and and
• 26:15
  that is is how I treat each of them.
• 26:18
  The other group of folks that I, work with are people on an entrepreneurial track.
• 26:23
  So these are either intrapreneurs who are about ready to make the leap to becoming an
• 26:28
  entrepreneur, an external, entrepreneur and usually a solopreneur.
• 26:33
  Or it could be people who are tired of playing small in their business and barely being able
• 26:38
  to make bank who are ready to finally embrace their true greatness and and make sure that the
• 26:45
  world is ready to pay for it, that there's something holding them back and that that's
• 26:49
  it's causing them to behave in a way that their business is not profitable, and that's not
• 26:55
  blaming.
• 26:55
  It's just they, you know, they'll self I, you know, I don't market or I don't cold call or I
• 27:00
  I cut my fees or I don't ask enough or, you know, so these these sorts of things.
• 27:05
  So those are the 2 groups.
• 27:06
  And again, it tends to be mostly women who who are attracted to me in doing that work.
• 27:11
  And and the really cool thing about it is that people find an opportunity to tap into and and
• 27:19
  see show the world how the greatness that they uniquely have to offer is needed whether it be
• 27:25
  in the next job or in their promotion or in a different organization or in a in a business.
• 27:30
  And then you attract the the right sort of, people to give you those opportunities,
• 27:36
  clients, or or, you know, job prospects and and that sort of thing.
• 27:41
  So and I started a work of doing coaching, actually, as a as an internal coach, helping
• 27:47
  people whether they were in an onboarding process.
• 27:50
  So the people who just renewed to the organization, helping them expedite the
• 27:53
  transition.
• 27:55
  And what we found was those people had a much higher retention rate and a much higher
• 28:00
  satisfied job satisfaction rate than the people who chose to opt out or who didn't weren't
• 28:05
  offered the internal coaching for 6 months.
• 28:08
  So they actually built it in as a job requirement that you had to work with, Sarah.
• 28:12
  And then when I left, you know, my the peep person who who took over for me So, you know,
• 28:18
  coaching's been a big part of what I've seen is help people be successful and really being able
• 28:24
  to live into their own version.
• 28:26
  Of their greatness and get off autopilot and and cut through the noise of all the external
• 28:32
  expectations that we've been absorbing since we were kids.
• 28:36
  Right.
• 28:37
  And and as women, you're so right.
• 28:38
  You know, I know you have little ones.
• 28:40
  I I was once there a little while back, and I was you know, commuting to Toronto.
• 28:45
  And, and then I said to them, my son was 1.
• 28:48
  And I said, I love my job.
• 28:51
  My son is very young, and I would like to stay with the organization.
• 28:55
  And then in in in being able to kind of had that conversation and worked out that I worked
• 28:59
  virtually.
• 29:00
  I worked virtually for 10 years.
• 29:02
  So I lived in Chippewa and managed companies from Fortierry all the way down to Downtown
• 29:07
  Toronto, but I, you know, and I had an assistant in, in, Toronto.
• 29:11
  So it worked on really well.
• 29:12
  But sometimes
• 29:13
  it's
• 29:13
  having that guidance in that you know, straight to be able to say, well, what do I want?
• 29:17
  Right?
• 29:18
  I could have continued and, you know, been traveling all over and, with a baby, I would,
• 29:24
  you know, kind of miss such significant things.
• 29:27
  But luckily for me, I was able to go up and then what got created was at, at that point,
• 29:32
  That was like, 17 years ago, they started there was a wave of when all the positions became
• 29:37
  virtual.
• 29:37
  I was one of the first in the company, and then it created a wave, which allowed a lot of
• 29:41
  young, women, right after me to kind of go on and have their family.
• 29:46
  So I think you're right.
• 29:46
  Sometimes it's fear.
• 29:47
  Right?
• 29:48
  It's like, I wanna do this, and I have this stuff I wanna do in the world, but I also love
• 29:52
  being a mother, and I I have a family life and and and getting guidance like that.
• 29:57
  Even though you want to continue on with your career, having conversations like that must,
• 30:02
  obviously be very valuable because I know in my time, at the time that I did it.
• 30:06
  I, I got guidance from others that had, kind of been there.
• 30:10
  Yeah.
• 30:10
  So, Sarah, it's been phenomenal.
• 30:13
  Now you do speak.
• 30:14
  You also speak on, on organizational consulting.
• 30:18
  Is your effort is, again, greatest magnified that you speak on, or do you speak on?
• 30:22
  Yeah.
• 30:22
  It's it's really it's my my brand, so I'm a recognition expert and the frog piece why I'd
• 30:27
  frog people is is my, trademark brand, that I developed with my co author, forever recognize
• 30:34
  others greatness.
• 30:35
  So whether when it's for frontline staff, my background's health care.
• 30:40
  Most of my, I've worked only a not for profit until I work for myself, and now I work with
• 30:44
  everybody, but you know, I I have this huge heart for caregivers and people who are doing
• 30:49
  really mission driven work.
• 30:51
  And so when I'm asked to speak at their associations or for groups of them in their
• 30:55
  corporations.
• 30:56
  It's usually from a place of that question you asked me earlier.
• 31:00
  You know, how can you leverage recognition to be more satisfied and to be able to feel
• 31:04
  empowered and also to frankly defend off of burnout as well.
• 31:09
  The burnout that we can experience not just at work, but also of all the roles that we take on
• 31:13
  in the many aspects of our life.
• 31:16
  And then for managers who resources professionals, people in in a leadership
• 31:20
  capacity of some kind.
• 31:22
  It's helping them to see how they can better leverage recognition in ways that don't take
• 31:27
  more time and actually reduce their workload and reduce their own manager burnout, but also
• 31:33
  increase productivity, continuous improvement, culture, healthier workplace relationships,
• 31:38
  help your bottom lines, you know, all of those key drivers.
• 31:40
  And then at the end of the day, you retain your top talent during this current talent shortage,
• 31:45
  that shows no signs of easing until 2030.
• 31:48
  So, you know, I do a lot most of the work, the speaking work that I do when women's
• 31:53
  conferences, youth conferences bring me in.
• 31:55
  Sometimes it has a bit more of, of a motivational, strictly more motivational, and
• 32:00
  therefore, I talk about living and leveraging your greatness.
• 32:03
  And occasionally, people will want something very, very niche to leadership in general, and
• 32:08
  that's when I talk about collaboration and action as solution focused leadership approach.
• 32:12
  So again, that philosophy we're talking about earlier of how to be more solution focused as
• 32:17
  opposed to problem centric, and that's where I pull in so much of what I do as a professional
• 32:23
  coach and help people see how they can be more coach like as a leader.
• 32:27
  So that you know, people are curious about it.
• 32:29
  Either welcome to check out my website, greatness, bagnified.com, because I have a
• 32:33
  speaker's tab there, and it talks all about the
• 32:35
  different things I speak on.
• 32:38
  Both inside organizations as well as as public offerings and associations.
• 32:42
  Awesome.
• 32:43
  And what we will do is provide a link because, Sarah has been very, very gracer in offering,
• 32:49
  anybody that uses the link, and I will provide that along with some of the marketing.
• 32:55
  Then there's a certain discount coupon that you can use to, if you'd, like to, to work with
• 33:00
  Sarah or coach with Sarah, that would be fantastic.
• 33:03
  So, Sarah, what I've gotten from you today is, you know, just to go back to a place like, of
• 33:09
  listening to what you need truly, and and think about when what is it that I need when I feel
• 33:15
  good or I feel recognized and then to really kind of go out in the world and and be brave
• 33:20
  enough to be able to start to ask for what you need, because I think as, unfortunately, as
• 33:24
  women, and I, you know, I, I, I truly, I have a sun, but I, you know, I have a lot of, young
• 33:29
  females in my life where I think it's shifting, but I think definitely working with people to,
• 33:34
  to learn to recognize that if you don't say it and if you don't verbalize the things that you
• 33:39
  need to feel good, then unfortunately, people will try potentially, but they may be trying in
• 33:44
  ways that that don't, fit the bill for you.
• 33:47
  So thank you for that.
• 33:49
  And, you know, I hope that, some, whoever anybody's wanting to connect with Sarah, they
• 33:54
  do.
• 33:55
  So authenticity at the end of the day, is, is key, to all of us in our lives the more we're
• 34:01
  able to slow down and do that, the more we're able to connect and the way we're able to
• 34:05
  connect, then the answers are there.
• 34:07
  Some times they're a little bit fuzzy or, or, we need to, you know, retrieve them, but
• 34:13
  they're there.
• 34:14
  So with myself, if you're needing more information from me, you can reach me at
• 34:17
  roxandervodge.com.
• 34:20
  And I've, I've, provided a, created a report for you on healthy relationships.
• 34:26
  So Roxanne Derivage.com, forward slash sex.
• 34:30
  So that I I would think would be not hard to forget.
• 34:33
  It just talks about all types of relationships a 3 part, video series on intimate
• 34:38
  relationships.
• 34:39
  So if you'd like to get a copy of that, by all means, go to the link and, sign up and will
• 34:46
  make sure that you receive those videos.
• 34:47
  So, Sarah, thanks so much.
• 34:49
  Look forward to seeing you soon.
• 34:51
  I think, I'll be seeing you relatively soon.
• 34:54
  And, you know, you go out there and continue to magnify greatness.
• 34:58
  Take care.
• 34:59
  Thank you so much.
• 35:01
  Okay.
• 35:01
  Bye bye.
• 35:05
  Joining on
• 35:12
  intake living with Roxanne.
• 35:14
  Every Thursday, 11 am Eastern on Global Voice Radio.