Latest / Authentic Living / Motivating Teams with Authentic Leadership with David Miles (Part II)

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Motivating Teams with Authentic Leadership with David Miles (Part II) · 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.
• 0:35
  Everyone.
• 0:35
  It's Roxanne Derhodge.
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  Thanks for tuning in again to authentically be with Roxanne.
• 0:40
  This week, I have a very special guest, Doctor.
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  David Miles.
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  David has extensive experience in organizational consulting.
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  He has a PhD in organizational leadership.
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  This week is the 2nd part of a 2 part, podcast series or David Chirse's wisdom about what it
• 0:58
  takes to motivate behavior by looking a little bit more into in-depth testing.
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  If you missed last week, try to listen.
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  However, it's not necessary.
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  If you miss part 1, but what I would suggest is tune in because even if you just get part 2,
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  this is information you don't wanna miss I think of, like, us in the last 18 months or so,
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  really, any mission vision and value had to be you know, you you have your finger had to be on
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  the pulse day by day week by week about what was happening, you know, like you know, for
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  instance, I was talking to a lot of CEOs in IT.
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  And when the pandemic, you know, was like, you know, and was heightened there, they had
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  people, you know, continuing to work at the level they did because of their culture, Not
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  saying, I got my mother and father that are both have COVID and I have the word to go.
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  So they keep, you know, kind of working.
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  And then in they're burning out or people are dying around them, but culturally, they always
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  follow through with expectations.
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  So, you know, the CEO on that on that level has to know, you know, what every line and every
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  multinational location or international location is happening because it's not on a
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  static kind of vision or mission anymore.
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  Right?
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  It is really difficult.
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  And I think at those upper levels, especially the bigger the organization gets, the more you
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  have to be very, very deliberate about being able to have channels of communication they
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  kind of go around the traditional, or chart because I think if you're not getting what the
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  real story is from the mid level and from the ground, and you're just getting what's filtered
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  up.
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  I mean, middle management's a hard place to be.
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  Mean, you're catching up for both ends.
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  So I am not trying to don't get me wrong with what I'm getting ready to say, but I do have a
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  joke about mental management being as the most efficient filtration system in the world.
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  Like, reverse osmosis and desalination has nothing on middle management.
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  Right?
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  I mean, what are you gonna do if the people underneath you and have you?
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  You're gonna, hey, boss.
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  All my people like, hate this place and aren't happy they're gonna leave.
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  You're gonna go really gonna go tell them, unless you've really truly built that
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  relationship, up.
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  Of course.
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  And it's a safe psychological space and they're like, no.
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  I I want the truth because a lot of times, just shoot the messenger.
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  And, of course, you're gonna you know, it's just gonna get happier and happier as it goes
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  on.
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  And if you're the CEO or you're one of the VPs and by the time it gets to you, it's really
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  good.
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  It's the news is
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  They're they're so thin up.
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  They're they're nothing.
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  Everything.
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  They're they're like, oh, oh, everything's good because everybody's generally afraid
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  organization when you talk about psychological safety.
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  That they're afraid to go up to, you know, the ones that are around the CEO a lot of times.
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  They're telling him or her if they're not feeling psychologically safe.
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  What they wanna hear, which is oftentimes a disconnect front.
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  It's like you said, the frontline and the middle managers.
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  Right?
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  And then people wonder, Why why does my short term go through the roof?
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  Why does my long term go through the roof by incidental absences or arbitrations?
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  But everybody's happy, happy, happy,
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  if my employee engagement is is in the toilet and, well, my employee engagement is down,
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  well, maybe I need to get a new consultant.
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  I don't like the questions they're asking.
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  We'll get a new consultant in to ask different questions on the employee engagement survey,
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  and that'll help.
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  And if they if they still come back bad, then we'll fire him and we'll or her, we'll get
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  another assessment company.
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  Yeah.
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  We'll do another set of organizational assessments, you know, and,
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  So this this plays this plays in really well with the conversation we start to have earlier.
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  Yeah.
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  So let's talk a little bit because I know, you know, we talked a lot about assessments.
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  So overall as a leadership team or the leader or the CEO, you need to know what's going on
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  within your organization.
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  And, like, we were talking a little bit about the difference between the in person, the
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  asynchronous, the, you know, that, you know, Monday Friday people are not gonna see the
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  Tuesday, Thursday people, a lot of moving parts that's gonna happen as we reintegrate and go
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  back to work.
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  From an assessment perspective, What kind of things should companies and cultures be
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  thinking about in reference to people go back to work and kind of trying to thinking thinking
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  about the functionality of their teams.
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  When the pandemic first started, to your point, 1, you were used to working with people in
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  person.
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  So you had built those relationships, good, bad, or indifferent you knew how people were
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  because you'd been around them at work and the conference room and the water cooler.
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  So you kind of knew what to expect when you jumped on zoom or you jumped on a phone call.
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  The problem is a lot of folks have left.
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  A lot of folks have came.
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  A lot of there's a lot of, you know, the just turnover in general and and the initial part of
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  the pandemic looks like there were no bound So people were literally connected until 8 or 9
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  o'clock a night, and they just wouldn't stop.
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  There wasn't that definitive.
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  I'm leaving home.
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  I'm leaving work.
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  Getting in my car, getting into the bus, getting on the train, leaving, having that few
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  minutes of time.
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  And then I get home, and there's that psychologically, there's that difference
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  between I'm turning this off and I'm turning this on.
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  There wasn't that.
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  They were in that home office and the craziness of home was there 247 and the craziness of the
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  office was there 247 and people were burning out horribly because of that.
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  And so now I think coming back, one of the things is I talked to the team the other day
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  and talked to and some leaders and they were like, look, we we were doing fine before.
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  And we did great throughout, but we've noticed that as we've added new members on our team
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  that weren't with us in person for, it's really it's just awkward.
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  It's different.
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  We're not quite sure how to I said, you can pick that stuff up in person.
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  Because most of communication cells and behavior cells are truly observable behavior.
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  So either consciously or unconsciously, you can kind of pick up those signs.
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  You can't do that in email necessarily, and it's very difficult to do that a little bit
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  easier on, you know, an hour Zoom call where you have a certain agenda and then you have to
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  get off.
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  You don't have a time to sit there and really socialize and rely on charter water cooler
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  really learned and know people.
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  So I think however they go about doing it, some some type of behavioral assessments so they can
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  get an idea of how do my people communicate?
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  What are the ways that they like to be communicated with how do they not want to be
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  communicated with?
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  What are some of the things that they bring to the organization?
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  Some potential time washers?
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  What are some things that is important to them, even from a job fair perspective, if you have
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  somebody going a little bit deeper than just how they communicate, even from a motivational
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  standpoint or something like a driving force type standpoint, if you have something that
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  really drives somebody, and you put them in a position that is antithetical to one of their
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  primary key motivators that they may not be aware of enough to really articulate You don't
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  know why they don't know why it's just you bring somebody new in and they're just not and
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  this was gonna be our next superstar.
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  They're just not performing.
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  Well, you've creating an environment is completely a 180 degrees different than what
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  drives them.
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  And so they're at really having to push and push the boulder uphill way too much.
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  And there's too much energy expended.
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  It's too much stress.
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  And at that point, they just, you know, do well.
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  So my recommendation will be is find out, especially as you're starting to bring people
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  in, now is a great time to start looking at how do I how do my people communicate?
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  And how can I best tailor what I do to my direct reports, maybe my subordinate, and maybe
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  my peers and my, going up, but especially going down?
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  How can I for my direct reports below, how do how can I tailor my communication to them in a
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  way that they're gonna best be able to get it, process it, put something into place, make it
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  happen?
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  For example, there's some way we're talking beforehand.
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  You in an in person conference room type of environment, you have people that get together
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  for a meeting and they're very driven, and you could say, hey, Roxanne, What do you think
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  about x, y, and z?
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  It puts you on the spot and you could come up with an answer just like that.
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  Mhmm.
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  And a good answer, you know, just boom.
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  But that's just kinda how you wired.
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  And there's some people who might ask, you know, on the opposite end of the spectrum, hey,
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  Roxanne, what do you think about that?
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  And they're like, don't appreciate being called out.
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  And let's say no.
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  It's coming.
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  Like, be prepared to answer questions on x.
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  They need to take a time to process it.
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  And think and be thoughtful about what they're gonna I mean, they may take a little time to
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  think about their answer, but when they give you one, it's going to be good.
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  It's going to be very thoughtful.
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  Answer.
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  And, you know, so with that, if you know how all the peep some people are very analytical,
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  they need the data, they need Mhmm.
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  And and they wanna put it there and maybe those cups of folks that are reporting back to
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  management need to figure out, hey.
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  I need to tighten this up a little bit.
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  A couple of bullet points.
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  You make it succinct and then still have the data, the background data here in case they
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  need it.
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  And learning that about each other it really especially you with your if you have 6 or 7 or
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  8 direct reports, it allows you to really customize how you communicate with them and
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  then and almost even better.
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  They know how best to kinda communicate with you.
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  So it doesn't matter if it's email.
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  Doesn't matter if it's Zoom.
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  It doesn't matter if it's in person.
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  It doesn't matter whatever.
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  And you can see your whole team where you have gaps.
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  And I just look at that as a there's a whole different level of diversity because you're
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  looking at not just immutable characteristics, but how do people think?
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  How do people act?
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  How do people drive people?
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  You know, what are what are these things?
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  Okay.
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  We're not going if we don't have a good solid mix of all these in our organization or on our
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  team, how do we make up for those spots where we're weak.
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  Uh-huh.
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  You know, how do how are we gonna do that?
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  I mean, so the best way to know without having to work with somebody for 2, 3, 5, 10, 15 years
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  to kinda gather that info is kind of shortcutting the system a little bit and
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  actually getting some solid valid, reliable assessment tools, they can kinda get an idea of
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  where people are at so then it can start strategically building out their team or their
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  organization or their senior leaders.
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  So they'll have that kind of knowledge and realize, okay.
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  Now we have a good solid group of people in I can't stress the when it comes to
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  communication, especially in this context, that you talk about the platinum rule over the
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  golden rule.
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  I mean, you you always hear about what multiple different religious contexts.
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  Everyone said, I think John Maxwell said, and he did some research almost every single
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  religion in the world had some kind of version of the golden rule.
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  You know, treating others how you want to be treated, which was pretty interesting.
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  That one comment thread in some way, shape, or form through just about every religious context
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  or moral context in the world, but what with the platinum rule, what I talk about is if I'm
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  a very hard charging driving person, I want my 3 bullet points.
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  Tell me what you're gonna tell me.
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  Tell me and then tell me what you told me to get out.
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  I'm not gonna communicate with you the way I wanna be communicated because you might not be
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  that type of person.
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  So that more platinum rule is more, well, let me communicate the way you would like to be
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  communicated with.
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  Mhmm.
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  And so and where if I know that about my team, I'm not being in authentic.
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  I'm literally just trying to meet you halfway.
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  I know I needed to have a tailored structure and it goes into emotional intelligence.
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  Alright.
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  I'm emotionally intelligent enough to know that I can't just barge into your office, Roxanne,
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  and Vama 3 bullet points on there, and blah blah blah blah blah and out the door.
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  And you're like,
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  what happened there?
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  What happened?
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  Oh my god.
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  You know what?
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  It just does it sometimes it doesn't
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  You know, and then that's such a skill.
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  Right?
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  Like, I mean, you and I with the kind of work we do or constantly, you know, kind of address
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  and thinking.
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  And I I'm more, you know, high level.
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  I'll give you the bullets.
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  You know, I have the data if you want it.
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  I'm not a microscopic person.
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  So when I work with people that are very microscopic, I take the extra time to pour
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  through everything, to think of the iterate of how my brain does not work,
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  Right.
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  Right.
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  To think because I know I'm gonna get tripped up there.
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  So that's been my learning with my personality.
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  So as a leader, if you, let's say, you're aware This is the way I am.
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  I'm more direct straight to the point, or I'm the type that likes to build up within your
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  team then, right, like like you said, It's like a it's like a spinning top.
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  So you have people well oiled and they're working together, and then maybe they know the
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  differences, and then you add the variable of a new top that maybe is spinning the same way.
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  And then you maybe have somebody leaving at the same time.
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  That's been tenured.
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  That's a lot of moving parts.
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  Yes.
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  Yeah.
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  So I often say to leaders when I train them, you have to understand your internal world
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  because you're gonna be the gauge of this team on a on a a macro level, but individually, you
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  kind of know, okay, Roxanne's new.
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  She's coming in.
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  She's got a lot of expertise But, you know, there's not a lot of males on the team.
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  Maybe the males are a little bit younger.
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  They've, you know, they're more thinking at a different space or, you know, she's a high
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  level thinker that we've only got one other person like that.
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  It's a lot of things for a leader to keep in mind so that they can recognize what is it that
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  I have to do to communicate?
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  Not necessarily simple.
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  But let's just say you've gone through and you've gone through some training with your
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  entire team.
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  So you you have a static team.
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  I mean, at any snapshot point in time, you your team is static at, you know, any particular day
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  of the the week.
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  Okay.
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  Here's what we have today.
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  People are gonna leave.
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  People are gonna come on board and say you've trained on that.
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  And so everybody has the, you know, has some level of self awareness because they have their
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  own assessment tool.
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  You've got the aggregate data for their whole team and you can and all the team understand,
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  oh, here's the data on everybody else.
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  So now I know how everybody I'm team kind of communicates with what I really need to do to
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  meet them where they're at.
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  And and so you're in a happy place.
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  You're in a good spot with that particular team.
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  The trick is once you've kind of got that going and you're speaking that common language and
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  that's really starting to infiltrate the culture, when somebody leaves, they leave.
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  But when somebody comes in, it's important to try to integrate them into that.
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  Here here's your assessment.
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  Here's a copy of the team report.
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  Here's where you fit into the team as far you know, the distribution of all the different
• 15:27
  behavioral and communication and motivational styles that we have.
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  And then also be able to share that data out with the team that's there and say, okay.
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  We have a new team member.
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  You know, if you're graphing it on a, you know, on a circle or on a plot, here's where they're
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  at and compares to everybody else, you know, same type of thing just abbreviated.
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  You're almost onboarding the people that are still there as much as you are the new person.
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  So that way they understand Hey, Roxanne's new.
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  Hey.
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  This is the way she communicates.
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  It's the way, you know, how she is.
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  Okay.
• 15:57
  Cool.
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  This is how she fits in with the rest of the team from that type of standpoint.
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  And here here's the things that are gonna be in here's a little bit about her expertise that I
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  should be aware of.
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  You know, like I said, if you come in with 30 years, uh-uh, CEO, managerial experience, and
• 16:14
  maybe you retired from one job and you're coming into a different job at a different
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  level, Well, they know that.
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  There's a different level of, you know, oh, wow.
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  Person worked 25 years with you know, IBM and they're seeing a leadership versus, okay, this
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  person just, you know, just literally came out of school and they're this is their very first
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  job.
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  I mean, the way they approach kind of from just from a respect standpoint and just, I mean, you
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  should respect everybody.
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  But, I mean, there's a difference between I've come in with 25, 30 years experience and This
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  is my very first job.
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  And so, you know, them getting that understanding, I think, from those assessment
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  tools to be able to quickly onboard somebody.
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  I would say with a leader, it's it's an easier example because if I'm bringing in a new senior
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  leader to, whether it's an executive director for a nonprofit to to redo the whole team, the
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  senior leadership team.
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  Guess what?
• 17:08
  Bacon spent 6 to 9 months in that kind of kabuki dance of I'm on my best behavior.
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  You're on your best behavior, you know, and we're you know, all of that goodness.
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  You know what I mean.
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  And then, but 9 months later, you you can't do that for so long.
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  Then finally, like, alright.
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  We're just gonna real.
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  This is in about 10 months later, what are you like?
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  This is how we are.
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  And then you can actually get the working and start getting stuff done.
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  Well, if you can cut that down when you bring in a new leader, bringing a new executive
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  director, bringing a new CEO, and they get to know their whole senior leadership team right
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  off the bat so they get to know what they're working with.
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  And the people that are there, to know the new the new leader coming in in that workshop club
• 17:46
  together and to really integrate that into their culture.
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  Now all of a sudden, like, okay.
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  We can get real, like, today.
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  Like, yeah.
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  I've been here once in 30 days.
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  We've got this knocked out.
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  We can get to work.
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  I don't have to wait you know, through this 9 month kabuki dance to, get through through the
• 18:03
  end of this for us to start being real with each other.
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  We can hit the ground running today.
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  So I think particularly when bringing in new leadership, it's crucially important to make
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  those understandings and to to understand where everybody fits in with the team Mhmm.
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  And a lot of it goes to, honestly, not just I know how you communicate, but it's on I'm
• 18:27
  appreciating the differences of others, not just tolerating the differences of others.
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  I'm is is taking away that assumption of mallet hit, well, what do you mean by that?
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  Right.
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  Right.
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  Who do they think they are?
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  I'm a runner-up instead of, oh, okay.
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  Well, I know Roxanne is very, you know, high driven.
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  She just comes in.
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  She gives her bullet points to go.
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  Okay.
• 18:45
  That's just how she, you know, I'm now assuming good intent because I know that's just kind of
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  your behavioral and person and and and motivation set your communication style, your
• 18:57
  behavioral style, it's different now.
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  I'm I know where you're coming from, And so I'm not assuming malintent from the beginning.
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  And then you know how that stuff just harbors and
• 19:08
  Oh, no.
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  And it does.
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  Right?
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  And it's it sometimes is quite innocent.
• 19:11
  So, you know, the the one thing I wanna and I know we we need to wrap up, but the one thing I
• 19:15
  wanna talk a little bit about is is with what, like we said, people we integrate and move back
• 19:21
  to work.
• 19:22
  The level of stress people are bringing in, having some knowledge of that.
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  And, you know, what I call their stress signature is kind of important.
• 19:29
  Yes.
• 19:30
  And, you know, it's it's I may be direct or I mean, I I'm probably I'm more abrupt if I if
• 19:36
  I'm stressed because I got stuff to do, you know, I'm just then I have to stop and go,
• 19:40
  okay, Roxanne.
• 19:41
  You're you're you're tired or you've been, you know, been been too many balls and they, okay,
• 19:45
  that's generally what my goal to might be.
• 19:47
  Because I I'm I'm clocking at that point, which is somebody else that needs a connection to
• 19:52
  understand, you know, what's going on.
• 19:54
  They're thinking, how rude.
• 19:55
  Right?
• 19:56
  Potentially.
• 19:57
  So understanding what you say that is, you know, with assessments too, is it fair within
• 20:03
  the communication style is there, some sense of how the person takes care of their stress that
• 20:10
  could help them
• 20:12
  Yes.
• 20:12
  And there's also something we really get deep in the weeds when we're doing this as a
• 20:19
  workshop for the leaders specifically but a lot of these assessments will have how Roxanne or
• 20:27
  how Dave will, you know, how they see them cells, but how they how you might see them, how
• 20:32
  other people may see them from a behavior standpoint under moderate levels of stress,
• 20:37
  fatigue, or burnout or under extreme levels of stress, fatigue, or burnout.
• 20:42
  And so most of the time when people see those apparent behaviors, they play whack a mole and
• 20:47
  they go for the behavior.
• 20:49
  Mhmm.
• 20:49
  And they go to which, I mean, it makes sense from one point.
• 20:52
  You're like, okay.
• 20:53
  Well, if they're exhibiting poor behavior.
• 20:56
  Let's address the poor behavior.
• 20:58
  But if you know that they're that's how that particular communication style comes across
• 21:04
  when they're under that level of stress, depending on the types of behavior, you can go
• 21:09
  right to the source and, hey, Roxanne, let's sit down.
• 21:13
  How's everything going to the house?
• 21:14
  How's everything going to work?
• 21:15
  Is there anything I could do to take, you know, eliminate some barriers here at work?
• 21:19
  What and you you just try it without, you know, hip of violations without getting all into, you
• 21:24
  know, too much privacy.
• 21:25
  You kinda like, what can I do to help?
• 21:27
  I understand you I'm getting the impression that you're under, either you're fatigued,
• 21:32
  you're stressed, something going on could be home cooked, work, or whatever, because I'm
• 21:36
  seeing these behaviors of course, I've got the cheat sheet here, you know, saying these
• 21:39
  behaviors kinda go with that.
• 21:41
  So where can I help from an authentic standpoint?
• 21:44
  What can I do to help?
• 21:45
  Mhmm.
• 21:45
  And where can or work in the organization help, whether that's just, you know, taking a couple
• 21:51
  of projects off, whether that's, you know, even EAP referral, whether that is, you know, some
• 21:56
  kind of support from okay.
• 21:59
  Well, fine.
• 22:00
  I'll let you have a little bit more flexibility and schedule because now you've gotta stay at
• 22:03
  home, you know, sick parent or a kid that you're having to deal with long term caregiving
• 22:07
  type of thing that nobody else knew about, but it's causing you a tremendous amount of stress.
• 22:11
  What can we do to help you need to come in a little bit later, maybe a couple days a week,
• 22:14
  you can stay later to make up those hours.
• 22:16
  You know, what what can we do to help?
• 22:19
  Because it I think that really helps from a stress standpoint without without doing some
• 22:24
  kind of team or organizational assessment that's specific to where are the stress points
• 22:28
  in your organization, specifically person to person.
• 22:32
  I think that's really important to kinda get an idea of how different communication styles,
• 22:34
  behavioral styles show up under these types of levels of stress so you can address the root
• 22:44
  cause and not just, like I said, whack a mole of behavior.
• 22:47
  Right.
• 22:48
  And I think that's really vital, not just for the the team members, but also for the leader
• 22:53
  to know that self management and themselves.
• 22:55
  Like, how do I manage stress?
• 22:57
  You know, how was a night like work life balance?
• 22:59
  Like you said, you know, when I was in corporate, you know, and I, you know, you were
• 23:03
  leaving too early.
• 23:04
  He was like, where are you going?
• 23:05
  And now everybody's home, you know, remember when they used to have the blackberries when I
• 23:09
  was in corporate, and they were like, you could send an email, but it will not be delivered
• 23:13
  past o'clock, and it will be delivered by 6 AM.
• 23:17
  Now that's completely, like, you know, archaic because now it's like, everybody's got one of
• 23:22
  these smartphones and everybody's walking around with it starting this starting meetings
• 23:26
  at different times.
• 23:27
  So there's lots of such change So we have to really work microscopically, I would say, to
• 23:33
  know ourselves and then in turn, to know others so that we can work together.
• 23:37
  And I'm sure there's gonna be times that it's gonna be done poorly from it as well too.
• 23:41
  A great point about the blackberries is because there are some organizations that are very
• 23:45
  specific to creating that same environment in a policy standpoint.
• 23:51
  Look, we want you to go home and connect with your family.
• 23:55
  Pass 6 PM, 7 PM, 8 PM, whatever.
• 23:58
  Stop.
• 23:58
  You know, if you if you have to send something unless it's this level of emergency type of
• 24:03
  thing, Don't call.
• 24:04
  Don't text or email.
• 24:06
  Put it away.
• 24:07
  Leave it be there tomorrow.
• 24:08
  You know what I mean?
• 24:08
  We don't answer even.
• 24:09
  It's just some places that have kinda created that as a culture.
• 24:13
  To and that's a great thing versus when the pandemic first started.
• 24:17
  Like I said, it never stopped.
• 24:19
  It was more like the wild west.
• 24:21
  Everybody's trying to, like, You know, everybody's at home and everybody's just trying
• 24:24
  to get set up and everybody's trying to make sure that, okay.
• 24:27
  You know, what's really going on?
• 24:29
  And I I'm sure there was a lot people burning out at the beginning until they kinda figure
• 24:34
  that out.
• 24:35
  Exactly.
• 24:36
  I just
• 24:36
  had to say it's enough.
• 24:37
  I it's it's 7 o'clock.
• 24:39
  It's 6 o'clock.
• 24:39
  It's 8 o'clock.
• 24:40
  I I I can't.
• 24:41
  I I have 2 months of this.
• 24:43
  I gotta I gotta stop, or I'm not gonna be able to continue.
• 24:46
  So there's gonna be obviously a lot of for people like you and I, with people going back
• 24:50
  just because, you know, to to understand or, the extent of potentially what we might be
• 24:56
  dealing with, you know, if if pretty fluid.
• 24:58
  It'll be, you know, 3 to 6 months, and then people will find their timing in.
• 25:02
  And I'm sure there'd be other stressors that come about.
• 25:05
  So for anybody that are wanting to know more about, you know, these assessments are working
• 25:12
  with you and your team, or I know you also speak.
• 25:15
  Where where could reach out and get ahold of you.
• 25:18
  I think the easiest place for me to reach out is on my website.
• 25:21
  It's doctordavemiles.com.
• 25:24
  Which is drdave.com.
• 25:29
  Also, I'm very active on LinkedIn.
• 25:31
  So, I mean, they can always look me up on LinkedIn.
• 25:33
  They're more than happy to connect with them there.
• 25:36
  So that would be probably the two places that I would recommend them go into.
• 25:41
  And, I think we had spoken about it for, but I know on my website, I've got a rewarding in the
• 25:46
  workplace.
• 25:47
  I have a, download that people can get.
• 25:50
  I have and it gives a few points on, as they call it, the 3 hours of rebooting.
• 25:56
  It, you know, really talks about, you know, reconsidering your culture, reconnecting your
• 26:00
  organization and reengaging your team.
• 26:02
  It's just some points on how to go about doing that and some just some things to think about,
• 26:07
  some interesting absence and thoughts on how to go about making sure that if you get this is
• 26:12
  your chance for a fresh start.
• 26:14
  There's some things that you couldn't do before because it was way too disruptive Well, now if
• 26:18
  you have that opportunity to do that, you know, it's the best time to, come out better on this
• 26:27
  end, you take the things that you learn over the last 15, 16, 18 months, you know, and take
• 26:33
  those best practices with what was so good about your organization before you started and
• 26:38
  put that together to try to like to make, and create a much better workplace that works well
• 26:45
  for people that they want to come to work.
• 26:47
  And like I said, deal with, hopefully, with a higher level of engagement, I love what, you
• 26:52
  know, especially what you don't want is to, everybody was comfortable.
• 26:57
  And as you start coming out in Canada, what you don't wanna do is, okay.
• 27:01
  Well, I've got a routine.
• 27:02
  It's not pretty, but I'll I'll look at the moment.
• 27:04
  But but it works.
• 27:05
  Right?
• 27:06
  Okay.
• 27:06
  I've got this down.
• 27:07
  We're we're functioning.
• 27:08
  We're making this work.
• 27:09
  And then the everybody comes back together.
• 27:11
  Now all of a sudden, you know, I wanna try to force the square peg down back into the round
• 27:16
  hole the pre COVID round hole and say, hey.
• 27:19
  We're gonna do everything exact.
• 27:21
  And I said, well, wait a minute.
• 27:22
  We've we've kind of developed a routine and it habits over the last 18 months, and it's gonna
• 27:28
  take a bit to steer that shit back.
• 27:31
  And maybe that's really not where you wanna go because how many people have been talking for
• 27:35
  years in the human resource end of it and the management end of it about work life balance
• 27:40
  and working from home options and more flexible options.
• 27:42
  Well, it's This was a micromanager's nightmare this last 18 months.
• 27:48
  And and and it's done.
• 27:50
  It's done.
• 27:50
  You know, and works getting done in businesses getting done.
• 27:53
  All those things.
• 27:54
  So although, I mean, when I was in corporate as well, I had a a one year old at that time, and
• 27:58
  it was like nightmarish to try to with schedules and all of those.
• 28:02
  And now I'm like, you know, I'm seeing people.
• 28:04
  I remember when I went virtual, which was he was for, and I was like, it was a gift at that
• 28:10
  time.
• 28:10
  He's 20 now.
• 28:12
  And it was like, now we're talking the things that I wanted when I have a had a young child.
• 28:17
  It just is coming naturally until So I could still be stay an executive and raise a young
• 28:22
  child, which was kind of unheard of at that point and not have the still have the crazy
• 28:27
  hours, but at least you had them at home, to be able to, you know, be able to try to balance
• 28:32
  that as much as possible.
• 28:33
  So I think you know, out of that, out of a lot of adversity, something really positive has
• 28:38
  come.
• 28:39
  And then we just have to figure out how do we calibrate things to continue and to take all
• 28:43
  the positives that they have come from it and not say, like you said, go back to the status
• 28:47
  quo because you know, we don't wanna go backwards in that.
• 28:51
  And also, and it allows a lot of moms and dads now to have that time with children, which may
• 28:56
  be before they they, you know, they were missing missing it because of their schedules
• 29:00
  and stuff like that.
• 29:01
  So
• 29:02
  Other things that people have been asking for for a long time Yeah.
• 29:05
  I think really communication and connection with their people is gonna be was forced.
• 29:10
  And connection doesn't necessarily have to be in person.
• 29:13
  But I think it, you know, it's it may have to go beyond just your direct reports.
• 29:17
  And I definitely think it's a a vital thing for the higher up you are in an organization to be
• 29:22
  very deliberate and very intentional about getting that information from other levels
• 29:28
  other than just the direct reporting this coming up to you because, the more you can kind
• 29:33
  of, like you said, had your pulse on the, if you're on the pulse of the organization, the
• 29:38
  connected you're gonna be with it.
• 29:40
  And I think the more successful you and the organization's gonna be in the long run.
• 29:44
  For sure.
• 29:45
  David, it's always always a pleasure.
• 29:47
  So for everyone listening, please reach out.
• 29:50
  What I'll I'll get is I'll get the direct link for the article from David, and they'll be
• 29:54
  going in the show notes.
• 29:55
  So that way, you don't have to go looking, you know, and you can just click that and get back
• 29:59
  to his website as well.
• 30:01
  So, again, what am I taking away?
• 30:03
  I'm taking away that we need to you know, take the growth that we have experienced and don't
• 30:10
  take it for granted.
• 30:11
  Try not to go back to the old way.
• 30:14
  And recognize that everyone is bringing back a certain level of stress with them, but everyone
• 30:20
  wants to reintegrate and communicate and connect in a cert on level.
• 30:24
  So try to figure it out as a leader, but also as the employee, going back in, think about
• 30:29
  what your needs are.
• 30:31
  And if they if they are off the mark and your organization's trying to figure it out, the
• 30:36
  more you're able to articulate what that is, if it's not happening, you know, you become part
• 30:41
  of the change that allows that possibility for the organization to listen to what is needed
• 30:46
  for you, even though though you're one person, then you may be speaking for a lot of people
• 30:51
  that may not have it in them to speak So again, thanks for much for tuning in.
• 30:56
  Thanks for tuning in to authentic living with Roxanne, creating the space for positive
• 31:01
  healthy change.
• 31:02
  Roxanne is a keynote speaker, psychotherapist, and coach to work with Roxanne.
• 31:08
  Visit Roxanne Durgesh dotcom/blueprint.
• 31:13
  We'll see you next time on authentic living with Roxanne.