Latest / The Business of Alignment - Powered by The E1B2 Collective / Ad-Hoc Culture & DEI Conversation w/ Raymond D. White, MBA

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Ad-Hoc Culture & DEI Conversation w/ Raymond D. White, MBA · The Business of Alignment - Powered by The E1B2 Collective

0:02
All right brother. I appreciate this.
0:04
I know it's been a long time coming easily months.
0:08
I think the first interaction, I was running a bunch of errands
0:12
for my my wife and I was on the road and I kept cutting in and
0:15
out. And, and then I can't put a
0:18
bunch of times, and then we finally had a great official
0:21
kind of intro, chat. And then I'm here.
0:25
We are now. So I very much appreciate you
0:27
doing this. Let's start this way.
0:29
Why don't you tell the world? All the people folks.
0:31
Are listening, 90 seconds, who you are, which are about, and
0:36
kind of what's your focus. All right, now, and then will
0:38
happen. Yeah, man.
0:40
AJ, I appreciate you. Having me on the podcast, man.
0:42
Loved you Journey love the work that you're putting out there.
0:44
Making the world better, man. You won't be too Collective.
0:47
Shout out to y'all man. They'll do a great work.
0:50
Yeah man, my name is Ray White. I am deai leadership consultant
0:55
and Coach. A lot of the work that I do is
0:57
helping create belonging communities, where every
1:00
identity belongs in thrive, Ives so talking with executive
1:03
leaders, talking to teams and staff and asking the questions
1:07
of, what does it look like for us to create a blocking culture
1:10
and our behaviors and our actions.
1:12
But then also have it be institutional is a part of our
1:16
policies practices just the way that we do work because it's
1:20
really important for us to thrive in this space.
1:23
I love that. I love that and overall how long
1:28
you been doing it? Because I just found out that
1:29
you're not the age that I thought you were, you're
1:31
actually my rags and the same exact age when we're done with
1:36
my Freeborn. Yeah.
1:37
Well, April, April 1890. Yeah.
1:40
I'm worse. Okay.
1:41
Okay. But so, how long have you been
1:44
doing this? This work?
1:46
Yes. So I I've been active in this
1:49
work. I would say it's one of those
1:52
things where it's like Like my life experienced, it shows up in
1:56
this way, right? I have folks who are listening.
1:58
I am identify as black, African-American.
2:02
Yes. In a millennial as well.
2:04
And so a lot of what I do and how I show up in the world, has
2:08
this Equity lens and how I approach it.
2:11
So through my education graduated with sociology
2:14
American ethnic studies as my minor and then taking active
2:17
roles that are centered on Shoring up 80, social
2:22
inequities, in our communities and it wasn't until probably the
2:28
pivotal moment that we all the world halted right through
2:31
pandemic and George Floyd's, murder that realizing how strong
2:35
my voice has been in this space. And just the people that I'm
2:37
Billy relationships with and so started taking active steps to
2:41
be an advocate in this way, for the past, three to two to three
2:45
years of for four years. Really, speaking of Holding
2:52
space facilitating conversations that on this work and I would
2:57
say it's probably because everything gets accelerated,
2:59
especially the last two to three years as more and more
3:01
organizations are finding people to help navigate them through
3:05
the social justice anti-racist journey.
3:07
I love that, I love that. And I think here's I want to go
3:12
with this. You weren't going to last three
3:15
to four years. What do you think has been the
3:17
biggest learning curve for you? And I don't think it's a little
3:20
bit of a different question, because I think a lot of You're
3:25
very similar mean we're I'm assuming based off of your
3:29
overall background in which you do day to day with your current
3:33
role and even things that you did previous to this role.
3:37
You're kind of a self-taught practitioner versus kind of
3:42
growing up in the world of HR from the lens of you get out of
3:47
you know get out of you know University you get a you get a
3:51
generalist job or recruiting job and you kind of work your way
3:55
up. Through all the different
3:56
elements of HR. What do you think has been the
3:59
biggest, the biggest or the steepest learning curve?
4:03
Yeah, like you said, I don't have my degree or any type of
4:08
connection to the HR world, but I found that I've been doing a
4:12
lot of HR things and so from a positional standpoint and just
4:17
real quick from a career perspective, graduated as you
4:21
stated, we did, I was a assistant program manager for or
4:25
a non-profit literacy program in organ.
4:28
And so through that work, I was volunteer management and being
4:33
able to be in that slow when you think about HR and language and
4:35
connection. So learning how to navigate with
4:37
people and managing the work of managing the people in the work
4:41
and then transition to the healthcare industry within
4:46
Healthcare institution here in Oregon as a it supervisor and
4:51
through that lens having to learn.
4:54
What are all the things. Things that HR is asking for our
4:57
employees and for me to lead my staff in addition to.
5:00
So that the works itself, making sure that the work is happening
5:03
smoothly and effectively, but the learning curve, especially
5:07
when it comes to integrating, or having the lens of diversity,
5:11
Equity inclusion with the HR work, is that it has to be
5:14
integrated in order for it to be successful and too often.
5:18
And especially the last for three to four years prior to,
5:21
that, honestly, the just the idea of Diversity Equity
5:26
inclusion has always been Standalone its own department or
5:29
person or somebody like an administrator, right?
5:32
That doesn't have institutional power to help initiate these
5:36
initiatives for all of our social identities.
5:40
And then again, once in the last three, to four years, seeing the
5:42
rise of Chief, cdos and roles that do have the institutional
5:48
power, but it's still a little bit siloed and what I'm hoping
5:53
to and it's not just my voice. Many voices out there, there are
5:56
saying we need to integrate yours included, right?
5:58
You have a bunch of podcasts and talk about integrating this D
6:01
EI, B lens into the work that we're doing in our, in our kPa
6:05
kpis, and okay, ours. And just the way that we're
6:07
building culture, what I'm noticing is that, that is
6:13
necessary. If we want to retain our staff,
6:15
or as necessary, if we want to diverse our staff, to the people
6:21
that were supplying and the people that we are creating
6:25
eating healthier culture, healthier environment, it needs
6:30
to have that lens mixed in together and integrate it
6:32
together. And people are asking how do we
6:36
do that? That's likes.
6:38
Okay, cool. Like this institution been
6:39
around for 100 years. It hasn't thought about it at
6:42
then. Is now we're thinking about it.
6:43
Now, we're forced to think about it now we should.
6:46
So the learning curve is how do you have the language of his of
6:52
longevity institutional ways? Doing work from a status quo
6:57
lens and truly the eei breaking that mold and asking us to do
7:03
life differently. And the change curve is hard,
7:07
people are people's perspectives and their journey is are
7:11
different levels. And you the difficulty is, how
7:13
do you move everybody in lock step towards that vision of a
7:18
multicultural and a belonging culture?
7:21
Yeah. Yeah, that that was well said.
7:24
And And I think, for D EI, and be I think, really, for HR and
7:32
Leadership period. What I've realized recently is
7:35
that even if a brand is large right, large from a revenue
7:44
perspective, large from a brand perspective, a PR perspective,
7:49
an impact perspective, what I've realized, and this is going to
7:54
sound crazy. So, So, police following this is
7:56
going to sound good. Let's go.
7:59
And anyone out here that wants to debate or maybe you might
8:01
want to debate this, but I'll I'll kind of preface it with
8:06
this first. You know, I started as a
8:10
business person first. A lot of people when they see
8:13
e1b to the first thing that comes to mind is, you know,
8:16
Anthony AJ. He's someone that's going to
8:20
over-index on loving and supporting and caring about
8:23
employees and totally forget about the business, whatever the
8:26
case is going to be, let me be on the record.
8:28
By saying, I started out my career building from 19 to 25.
8:32
I built companies. I didn't even, I didn't even
8:37
touch people operations leadership inside of a company
8:41
as a role or being that person individually, you know, find the
8:48
scenes around 21, 22. I definitely started researching
8:51
and studying. So I'm looking at about 10 years
8:53
now and total, but let's not get it twisted here, I really am
8:57
your business person first. So when I say, When I'm going to
8:59
say, please remember that. What I realize is that you can
9:05
build a huge business without doing anything Innovative on the
9:11
people side. And I know that's a big crazy
9:14
statement. You can build a massive business
9:16
without having any policies or best practices that are
9:20
incredibly inclusive. Or you can have you can build a
9:24
huge company without doing any Innovations, on the human
9:26
capability side, recruiting side with There are companies out
9:30
here that have been around for 90 years, 100 years that are
9:33
doing billions of dollars in Revenue.
9:34
A year that still use what's some?
9:37
I don't even know. They still use like, I can't
9:42
even think of something like, I'm trying to think of something
9:44
so simplistic. Yeah, I'm pausing.
9:48
I'm stalling. The episode.
9:49
The point is, I can't even come up with an example, but there
9:52
are companies that are huge. That still use very old school
9:55
or remedial best practices in h.r. that have made, that have
9:59
massive businesses. There are companies that churn,
10:03
amazing talent out and just because of their status and
10:06
brand Equity. There there, there, there are
10:09
there able to replace that amazing.
10:12
So I say that to say this, it is possible to build a massive,
10:16
massive, massive Business, Without innovating, a lot of
10:19
this work. But I think there's enough data
10:22
that shows when you do a lot of the work that you and I both do
10:27
the businesses that do versus the businesses that are not
10:32
Trump's those other organizations, right?
10:34
So, if your goal is to build a billion-dollar business, you can
10:37
do that. Now, there's a ton of people on
10:38
record that do not believe that's true anymore.
10:41
I Ali can I know you can but I guarantee the same company with
10:45
the same people with the same products and services and the
10:48
same Marketplace in the same industry.
10:50
If they were to apply a lot of the work that you and I do can
10:55
build an incredibly massive business.
10:58
That trumps that other business of they're doing a billion of
11:00
Revenue that can easily do three or four billion in Revenue with
11:03
some of this work. So yeah, which I wanted that I
11:09
don't want necessarily debate you like I agree.
11:11
Folks out here making money not having to care about their
11:15
people, right? And and even though the way that
11:17
technology is moving with AI and helping with a lot of the
11:21
repetitive jobs that folks are taking on or doing, you know,
11:25
you're going to see more and more of just that speed and
11:28
which that were can be or Revenue can be generated through
11:32
technology. Right.
11:33
So so more and more that's going to happen in even in the
11:36
Antiquated HR systems where you just have the basic legal
11:41
aspects of Of HR. And then everything else is just
11:43
kind of threw the wind, but then the question turns into ethics,
11:50
the question then turns into longevity or even just brand
11:57
wreck your name recognition or just the reputation where
12:00
reputation that the organization holds because I mean, as a
12:04
species were not going anywhere for a while.
12:07
Yeah. If we do not like you said, do
12:10
the work that we are doing? Doing.
12:12
Yes, you can make a billion but at what cost like what we're
12:15
what human or Social Capital costs, will you be losing?
12:18
If the old only goal is to make the money and some sadly, there
12:23
are people in the world that does have that Lance.
12:25
But I do think from a social responsibility and aspect when
12:32
it comes to the work, we got to find a way to marry 22 and I
12:35
think that's the usual you talk about the, but you came from a
12:37
business side. I'm definitely coming from the
12:39
people side into this work. And having to learn business
12:43
along the way. So it's just fascinating
12:45
engaging, you know, you and others, who have that business
12:47
sense, and I'm always like how you think because I love that
12:50
and then so, I can embody that while, what does it look like
12:54
to? You know, what other folks who
12:56
have that business sense, but maybe lacking the people side.
12:59
How do we encourage those skill sets to say, if you just do this
13:02
little thing in your one-on-ones, it will have
13:04
exponential growth and the people trusting you, as an
13:07
example, you know? So yeah, no, I agree.
13:12
I agree with all of that and and I brought that whole ran up and
13:15
I started this little, this little moment here is because
13:21
what I've been noticing recently and you being someone that's you
13:25
know, again five six years into this work and myself being
13:28
someone that's over a decade into this work, relatively small
13:32
doses of time compared to a lot of.
13:34
I'm sure our mentors and other folks here what I've been
13:37
noticing and and what I do actually allows me to Luxury to
13:42
do this, right? Because I'm at the center of so
13:44
many different initiatives. We're what I'm finding is that
13:49
every single company and we talk about this offline.
13:52
I think I said this isn't a different stage of being able to
13:57
embrace and understand like I have talked to, I won't call
14:03
anyone out. I've talked to C-suite and VP
14:08
level HR people that sit in Enterprise level companies
14:14
companies that have thousands of employees that that individual I
14:19
know for a fact because I just know the salary and numbers
14:22
there in the ranges most likely without a doubt getting over
14:26
200,000 close to a quarter million dollars a year for the
14:29
work that are not educated enough.
14:34
And this is no knock on them. They just have never Develop the
14:37
skill, the desire, the wherewithal to learn things.
14:41
Like again, I'll do some quick plugs.
14:43
I've what's happening with almonds in sight with the human
14:46
capability stuff or what's happening with AI and how it can
14:49
impact some things in d&i or some of these amazing amazing,
14:54
recruiting firms and Technologies, and tools that are
14:57
built just to understand how to remove as much bias as possible
15:01
in the interview process or how to make thoughtful Partnerships
15:05
and relationships. With with job boards that are
15:08
exclusively with with African American or people of color
15:14
backgrounds and things of that nature, like it's not that
15:17
they're ignorant, it's not that they're not educated.
15:20
It's not that they don't know. All of the traditional c-suite
15:23
level HR best practices. It's that there's a, there's
15:29
wide ranges and gaps of desires to learn what's out there now,
15:36
you know, and I'm just in and I'll let you go real quick.
15:39
I just found this out, probably over the last six months, I
15:44
guess. Finally, for whatever reason
15:45
hitting me in my face and it's probably because I'm at the
15:47
center of all these Brands where that's called what it is, I'm
15:50
trying to make some Partnerships and some deals happen and I'm
15:53
realizing that to like, oh no, this is amazing.
15:55
We just don't even know what the hell.
15:56
I'm even looking at, hmm. And I'm like, oh, I assume you
16:01
did. No, we don't like, we don't
16:04
like, we don't even know how to practically use this.
16:07
My CFO lip that I have to get budget from is going to look at
16:09
this, like they're like I'm crazy like this looks like it's
16:13
a different language on the screen.
16:15
What are your thoughts on all of that?
16:18
Yeah, man, I, you know, I come from a point of Building
16:24
relationships to understand. Okay, what is what will make
16:28
sense, right? Like what will help you
16:31
understand and recognize the importance in the value of this
16:35
work? When it as a c-suite executive
16:38
and those have conversations don't happen or very difficult
16:43
to happen, day one, especially if you step into a role as a d
16:46
EI practitioner in organization that hasn't had one in a long
16:49
time or one that has that level of access, right?
16:53
And A lot of the work that needs to be done, essentially, is
16:56
building relationships to understand what their priorities
16:59
are. What they see and feel and think
17:01
and then find a way to infuse this language into the work that
17:05
they are doing or ask, like, Socratic questions to help.
17:08
Draw out where they are when it comes to this journey and so I
17:13
think it's a huge disservice if we are I mean depending on who
17:17
you talk to personally I think is a huge disservice is kind of
17:22
to expect to see sweet executive to say.
17:24
A day one. You need to change your
17:26
worldview and your mental in the way that you approach your work.
17:29
And I mean, if we consider just even our own Journeys, it takes
17:34
a while for us to grasp any concept.
17:36
And we have to have a level of human psychology, which I don't
17:40
have a degree in, but it's also an area that I'm learning and
17:43
understanding two of the human behavior, human psychology, how
17:45
people approach new Concepts and change management and expand,
17:50
just because they're in a position that's often driving
17:52
change. Doesn't necessarily mean that
17:54
They are prepared to take that change upon themselves.
17:57
So how do we again? Learn the language, learn their
18:01
perspective and try to infuse this like dea DEA IB into their
18:04
work. But then sprinkle and either
18:08
different voices are different people who have relationship
18:11
with the executive to also carry that level of understanding to.
18:18
So that way it's being heard from multiple sizes and multiple
18:20
angles, that make sense. No, I meant total sense, man,
18:23
it's me. It's total sense.
18:25
And like I said, it's something that.
18:28
Yeah, it's interesting. It's and to your point when like
18:32
to hear about human behavior side of things that you're
18:36
learning. You know, that's that's just the
18:37
biggest thing that anyone listening We have to start
18:42
really, and here's another thing, I actually want your
18:44
feedback on. We have to start really being
18:49
excited about adopting and learning new things but do.
18:54
But actually realizing how learning actually goes like,
18:58
learning learning learning something, legitimate goes like
19:01
this, you read something, you go to an event, a keynote at a
19:04
certification and then you quite literally.
19:06
The next moment. Try to put something in place
19:10
internally within the organization.
19:12
So, at the very least, you're teaching your brand and everyone
19:15
else that's doing it, how to actually experience.
19:18
What You learned, right? Like I'm in this is a whole
19:21
nother thing but I'll just give this one high-level point of
19:23
view like America I believe not even America.
19:27
Just like regular. I guess education period is
19:31
really about memorizing. Something taking a test showing
19:35
you can remember it for a bit of time and then moving on from it
19:39
and not applying it into your day-to-day work or your
19:41
day-to-day efforts in life, right?
19:44
And that's not how the brain quite literally learns.
19:47
Like at a It's level, you have to apply yourself and experience
19:51
it, so, yeah, yeah. I don't know if you have any
19:54
thoughts, when, like, you learn stuff in the dni sector, you
19:57
learn stuff for the talent and recruiting sector.
20:00
Go try it literally next week, inside of your company has some
20:03
way shape form or fashion, you know?
20:04
Yes. Yeah.
20:06
I actually also for those in my office I have a bookshelf and
20:11
I'm trying to see if I have a book on there that kind of talks
20:13
a bit about this, but which is called the pedagogy of the
20:17
oppressed by Paulo Freire e and fascinating book because it
20:21
talks exactly what you just stated about the education
20:24
system. And he's not even American, but
20:27
he's just education itself, right?
20:28
As a whole. But to two lenses, one being the
20:31
banking concept where it's just a deposit of information and
20:35
like you said, the expectation to take the test and
20:37
regurgitating information, but it doesn't really stick.
20:39
You just in one ear out the other or the next year as you
20:43
graduate on to the next year of your schooling, you know?
20:46
Hopefully that information compounds but Honestly, you
20:49
probably forget forgot a lot, so you have to remember those
20:51
things, what he proposes, and which I'm a true component of
20:55
and it stuck with me for the past 15 years, is this act of
20:59
Praxis where it's a circle called cyclical action of
21:03
reflection and action. So exactly what you just stated
21:05
where you reflect you at you input, take the inputs of the
21:11
EIP, for example, or unconscious bias or understanding A New
21:16
World View and Equity lens in the work that Do you um put that
21:20
through a facilitator or lesson or book or what have you but in
21:24
order for it to actually stick and you have to immediately take
21:27
action to see how it works in the real world and then from
21:31
that point you reflect and see okay what worked what didn't
21:34
work and then do it again and through that journey is how we
21:39
can get quicker in our ability to cognitively understand.
21:43
Have it have an equity lens are just an e-learning practice in
21:46
general and be able to To shorten the learning curve
21:50
towards creating that change that we want to see ya.
21:54
And that, that has to be a part of the process.
21:56
And that's something to as a facilitator.
21:58
And as I could, as a coach and on the, on the end that is
22:01
teaching as educating, like, I have to build that into the part
22:05
of my practice to where I don't want to just talk at you for 30
22:09
minutes or 45 minutes or keynote what have you is like no we
22:12
gotta we gotta dialogue here. We got to talking about this got
22:14
to reflect about this, we got to say, okay now, what does this
22:17
mean to you? Like how do You see this concept
22:20
of reducing your unconscious bias, right?
22:25
Or how do you call out bias or have accountability when it
22:28
comes to inequities in your community?
22:32
Like, how do you see that and recognize that?
22:34
Okay. So, what one, actually, you
22:35
could take immediately, yeah. Like right now, it's Alito, that
22:39
way you can get in the habit of taking action, but over, you
22:43
know, not seeing things as a failure, but seeing it as a
22:45
lesson and learning through it. Because nobody's perfect and we
22:49
gotta work through it together to make it better.
22:53
No, I agree with all that. And then and then I'll even
22:56
bring something that's like, super operational and tactical
23:00
from a business perspective that will help this.
23:02
Which is, which is, you know, a lot of the HR people listening
23:06
and even yourself as you move through your own journey and
23:09
definitely something I attempt to do, as I go through my
23:12
career, is to really understand the world of decision making
23:18
Structures, yes, and learn how to stand up for yourself and be
23:23
thoughtful and say, as an HR leader.
23:27
Hey, look, I report to let's say, you are a chief people
23:31
officer and you report to the financial Suite of the house, or
23:35
the company receiving report to the CFO and they say you
23:38
protects the report to the CEO. I've seen I've seen even a
23:41
chart, I've seen even HR leaders report to the CTU.
23:44
I've seen a lot of weird stuff and that's they shouldn't report
23:47
to anyone else besides. The CEO, and that's a whole
23:50
other conversation. But having the confidence and
23:54
having the clarity to go to those individuals that you
23:56
report to and say, look, we need to restructure the decision,
24:02
making the decision making bandwidth that I have the
24:06
process to get things greenlit. We need to restructure and
24:10
discuss, and start to really thoughtfully plan out the
24:14
approval of budget. I need to be able to get access
24:17
to realistic budget. I need to get, I need to be able
24:21
to be put in the position to truly build out my team.
24:25
And when I have a new idea or an initiative, that's co-create
24:30
what? Testing, this new initiative
24:32
will looks like, and have you green like that?
24:34
And then we can talk about what it actually looks like because
24:38
like the and entrepreneurial world and you'll agree with this
24:41
probably like when you get a new deal or you work with a new
24:44
client or a new structures happen like for example, with
24:48
Things I'm working in. Now we just landed a new
24:51
partnership. We're going to crawl before we
24:53
walk. You know, we're gonna we're
24:54
signing a three-month deal, there's a couple small
24:57
engagements that we're looking to do and then we'll sign a
25:00
six-month and then we'll sign a year.
25:02
And in the same thing that happened internally, she people
25:05
officers out of your heads of d&i, you can talk to your CEOs,
25:08
your CFOs or CEOs, and figure out it a decision-making
25:12
structure, where they'll allow you and you can co-create to
25:15
crawl before you walk and find something.
25:18
A few bit of a bit of time. And so what are your thoughts
25:22
and all that? Yeah, man.
25:23
I a lot and I love it because what it shows is especially in
25:28
this work. If you are a chief diversity
25:32
officer or head of people, or what have you innately, I would
25:36
hope, right? In this role innately, you're
25:38
already thinking of culture and systems.
25:40
Like, how does this work? How does people work in this
25:44
Society in this world and you start seeing things from that
25:47
level, right? Peterson gay.
25:48
Say, the Fifth Discipline also talks about just that like
25:53
systems level thinking and we hope that a lot of Executives
25:56
have that. But sometimes that gets missed,
25:58
neither here nor there. But as a chief diversity officer
26:01
or somebody in the CHR role engaging, a people navigating
26:04
people knowing how to system works.
26:06
Can then be able to say like you, how do you go to the CFO
26:11
who has a decision or has that Financial lens?
26:14
Like how do you understand what his decision or his or her
26:16
decision, making their decision making process?
26:18
These are and where could you find that common ground to help
26:22
further both of your initiatives, right?
26:26
Recognizing the cycle in which that strategic plans are being
26:29
made or how budgeting plays a role like having an awareness of
26:35
Winter the key points to start integrating or trying new things
26:38
or having the kind of conversation that dialogue is
26:41
important. And then again as an executive
26:43
level Having the business case, I mean d&i.
26:48
There's all growing conversation 2DS, space that there's we
26:51
shouldn't have to create a business case to care for
26:53
people. Sadly, if we kind of the but
26:56
unfortunately in the business world, that is a necessity.
26:58
So how do you use create a business case, says, directly
27:00
tied to your institution to show the value of the initiative that
27:05
you're part of like sure, pull from external sources and other
27:08
Industries. But what's going to be key is
27:11
having it tied to specifically to your Institution to show that
27:15
value. And then the last thing I'll say
27:17
it, is there still stuff within your power that you can do and
27:20
leverage that doesn't necessarily need to go all the
27:23
way up the chain. Now we hope that in your
27:26
position roll. You are we are mindful of what's
27:31
right and what's wrong, right? Like we know that we can't just
27:33
do anything from our department of from our seat, but we know
27:36
how to leverage relationships. We know how to leverage
27:40
influence in relationships in our, in our work to move to be
27:43
in issues for But there's a lot that we can do just within the
27:47
office itself that doesn't necessarily need to have of a
27:52
large presentation. Like you can go and round with
27:55
the Frontline staff and have conversations with them on the
27:57
floor and say, what how are you doing?
28:00
Like you can build that in and build relationships there you
28:03
could you know if there is a budget how do you leverage that
28:08
budget to bring in either speaker or create an event that
28:12
is within your world? Umm, to do, right.
28:16
And we'll have a progress report to Showcase that with your one
28:19
up to say, you know, yes, here are the numbers in which that we
28:22
showed up, or how we were met, or below budget, but then I also
28:25
like, here's the what people are saying qualitatively about our
28:28
event, or how this helping boost morale in this way.
28:31
What if we did this on a larger scale?
28:34
Like, what if we leverage this partnership and that partnership
28:37
in the institution to help? Make this a bigger thing?
28:39
In an annual thing is a part of our budget.
28:41
So so a lot of this is getting Scrappy.
28:44
Sadly in a good way, right? I guess not sadly getting
28:48
Scrappy with what you have and the resources that you have to
28:51
end. A people that you're really
28:52
going to ships with to articulate showcase the
28:55
importance of the eib, with the institution and again, I mean, I
29:00
don't know, I see a lot of the entrepreneurial intrapreneurial
29:02
perspective with this role, being a key skill set to
29:07
leverage and not just waiting for approval or waiting for
29:10
somebody to tell you. Oh, now you can Create that
29:15
cultural event that is geared toward a particular demographic,
29:20
ya know and what you said before is true, no it is sad because I
29:27
I'll give you a couple different verticals and companies that
29:31
don't have to go through this. I intimately.
29:34
Look intimately know, sales teams and marketing teams right
29:39
now have endless budget analyst. Trips to Dubai trips to Miami,
29:47
first class. All the best, crms the tools,
29:51
the resources, all the money on the marketing for the events and
29:55
speakers, and conferences and channel part.
29:58
Anything you can think of look at what product teams have.
30:02
Look at the budget, they have for all the two three, four
30:05
hundred thousand dollar salary for engineers and building out
30:08
the teams. And and so the companies out
30:12
here and this is actually, we need it.
30:14
We need to clip this and I'm going to run probably 1500,
30:18
Alberta ads on LinkedIn behind this.
30:19
We need to clip this because I'm have a message, actually, for
30:23
this go like this, a lot of companies right now.
30:27
Trying to say that, remember how they used to say, HR
30:31
department's used to be looked at as what do they call it?
30:34
A, what you would call center a? Not a profit Center, like a
30:39
marketing or sales Engineers. It's a pretty much they were
30:44
trying to Say the HR teams, don't help the companies make
30:48
money. They're extracting money,
30:49
they're extracting resources. That's why they don't give those
30:53
departments enough resources, right?
30:55
But then about five, ten years ago, all these companies are
30:58
popping up saying. Oh no, we look at HR teams is
31:00
profit centers and all these other things and you see the,
31:04
you see the CEOs of all the biggest brands in the world, one
31:07
of these Keynotes talking about how they dumped, so much money
31:10
on Research, or they would in theory dump so much money and
31:14
resources into the people teams and how they look at them as a
31:16
profit Center and how the HR team to help them save money,
31:20
but you're not resourcing and fueling these teams with any of
31:25
the same things that you're doing with all the other
31:27
verticals in your business. I'll give it to you again,
31:29
product teams marketing teams sales, teams, I'm trying to
31:35
think partnership teams trying to think, who else Finance
31:44
teams, the the, the little shit legal teams that are that are in
31:51
certain industries or sectors, we are their product, maybe a
31:55
little bit similar to a competitor.
31:57
So they have to be really thoughtful about, you know,
32:00
copyright infringement and all those things.
32:02
So, but, but where's the money for the, the HR teams, the dni
32:07
teams, quite literally, you know?
32:09
And the next one to leave me to my next question for you and a
32:11
little Little brainstorming here.
32:13
Ya know, in your first six months in theory of potentially
32:18
having a role as ahead of the in, I like, how are you thinking
32:21
about that? How you thinking about budget
32:24
approval and building out your team and having access to
32:28
technology and tools? You know, what are your thoughts
32:33
on that whole rant and then what are your thoughts on that?
32:35
Theoretical idea for you personally.
32:37
Yeah, I would be. I'm never Ever.
32:43
I don't know about this, like I want to make sure that there's
32:47
no cookie cutter way to implement the eei within a
32:50
space, right? Like yes, their Concepts and
32:52
their best practices or prefer practices.
32:55
But once you actually get in it, you then you'll about to see the
32:58
ladle and right? So back to the kind of the idea
33:00
of us being, that cultural organizational, surveyors
33:06
organizational, development mindset, when it comes to how
33:09
the work, how the organization works.
33:11
And so once once your In into this role being able to survey.
33:16
Okay, what is it high power? What do I have access to?
33:19
I have an idea of the team. I want to bring with me, you
33:21
know and I don't know for your fans if y'all are football
33:24
Enthusiast or not but just the fact that like Deion Sanders
33:27
came from HBCU to Colorado and I'm going to make my team with
33:31
me. Well yeah I mean to cut you off.
33:33
I'm going to say I'm going to that.
33:34
I'm going to the Colorado USC game.
33:37
Oh let's go a man. That's gonna be that's gonna be
33:39
fired but our game in it. Oh man.
33:43
It's like, I mean, he had him. I mean again he's a he's an
33:46
athlete, he's phenomenal, building culture and teens and
33:49
people what not, but he's like, you know, I'm bringing my team
33:51
with me. I know what success looks like,
33:53
I think that with this position like you know, theoretically I
33:57
would come in and I know what success looks like.
33:59
I know that yes as a chief or director somebody who oversees
34:02
strategic aspect of this, I know that I'm gonna need a manager.
34:06
I know many data analyst. I know I'm Anita.
34:08
A learning development specialist.
34:12
These are the things that Would like to have on the team, but
34:14
then that may not happen they want.
34:16
So then I'm going out to see where did those people live in
34:20
the organization already? How do I build relationships
34:23
with those individuals and start implementing or start infusing
34:26
this lens into the work that they're already doing?
34:29
Which take will take some time. But that would allow the space
34:32
to kind of say, hey, like do you see the value of looking at our
34:35
hiring practices or recruiting practices and the pool of talent
34:40
is not as inclusive as our ization or our community, right?
34:45
Or the industry. So how do we start building
34:49
those bridges across various organizations or platforms.
34:53
That do have a greater diversity pool, and start incorporating
34:59
our relationships there which would incorporate us which means
35:03
that we will have to have the data, right?
35:05
So I'm rambling as well but she's like, oh, you're good.
35:08
Learning the data, understanding the, the data is already.
35:13
Activity that needs to be tracked and a through that,
35:15
being able to build relationships across the
35:17
divisions across departments, and understand again, how they
35:21
take, how they work, whether their priorities, and how do you
35:24
infuse, just some aspect of dni equality lens within their work.
35:31
Going to the floor seeing was actually happening, not just
35:34
from the status report from the executive room but actually
35:37
engaging with the staff that they're you know, direct reports
35:40
all the way down and in an That way, showing up to their
35:44
Huddle's, or showing up to their team meetings, and apartments,
35:47
just to be a presence, right? Yeah, that has to be done
35:51
because none of this work can be done in a silo or in a back
35:54
office somewhere. It is truly a forward-facing
35:57
people first, you know, he won't be to mindset right of.
36:00
Yeah. Getting out there getting
36:02
engaged with the folks and and showing that hey, you care, you
36:05
matter your in this space and a lot of that is I mean honestly
36:10
what what what what will be challenging and and but also
36:15
good thing is Maybe not necessarily having a big bang
36:20
event or activity within your first six months because what
36:24
that could potentially do is put so your sole focus on getting a
36:29
getting an event off the ground. When you're like not losing
36:32
sight on what may be the true root cause or two issues that
36:35
staff members are engaging. You're experiencing and
36:37
addressing that and that you know.
36:40
So I would personally curb my enthusiasm little bit with
36:44
people saying we need to have this initiative or this
36:45
activities like well Maybe like, let's let's critically,
36:48
critically assessed at first, but have we, what if we do build
36:52
that or to that event, what's the next step?
36:56
Or how would that lead to the Frontline staff member who
36:59
constantly feels psychologically unsafe in their workplace,
37:03
right? Like do how do we make sure that
37:05
we're not just doing anything performative and actually tying
37:10
the work that we're doing to True meaningful impact of the
37:12
people that we're trying to serve in our community.
37:15
Know that was well said brother the first Smart's is training
37:18
camp. You know them.
37:19
The first six months, you're in the gym, you're meeting with the
37:22
coaches. You're, you're trying to get
37:24
budget approvals. You're trying to figure out what
37:26
initiatives you actually can or cannot do how they're going to
37:29
work. Like you said, building
37:30
relationships with all the different departments from the
37:33
executive down to the ground floor, folks, and you're just
37:37
getting things ready and the same thing, that's it, you know,
37:42
that's the same, it's the same methodology for life, right?
37:45
Whether it's losing weight, Wait, whether it's building a
37:48
business, whether it's trying to take on a new role, if you are
37:52
in the gym, or if you are in the dungeon trying to figure things
37:55
out, or if you are collecting data and strategies and
38:00
thoughts, and it seems like your dormant, it seems like nothing
38:04
is happening. What's going to inevitably
38:05
happen is, you're really just getting yourself together,
38:08
you're getting your ideas together.
38:09
You're trying to make the most thoughtful decision.
38:11
So then when you do and months 7 8, 9 10, 11 and 12 start to act.
38:17
Do things everyone's wondering why you're moving so fast.
38:20
So sharp so we fishing. It's like no, this is actually
38:22
not difficult at all because we thoughtfully baked all this out.
38:26
Exactly. You know, you know and I'll give
38:29
a little bit of a comparison in a different way.
38:32
You know, number one, thank you to God for everything he's been
38:36
doing in my life recently. The last, I would say the last
38:40
18 months has been a beautiful journey of financial levels that
38:45
I've never seen before being able to support.
38:47
At my family and ways, my wife, and ways in ways that I've never
38:49
had before and and it's been in my wife was asking, said,
38:54
where's all this coming from? And I was like, this was in
38:57
this? Was that work?
38:58
When you saw, when you saw nothing happening for a year and
39:01
you're wondering what the hell is going on and why?
39:04
And, you know, and shout out to my my mother-in-law.
39:07
I'll even do this, I'll get crazy.
39:09
We got into a crazy heated debate at a dinner, two years
39:14
ago where she was saying. NG to me.
39:19
Just not under sea was like, I see what you doing, like, you're
39:23
paying the bills, you got a nice house, you got things, you know
39:26
you're good but she's like where is this all going?
39:29
Like, what's the next step? What's the next like like weird,
39:33
you what are you really trying to do with all of everything
39:36
that you're associated with? I go on your LinkedIn.
39:38
You got a million things going on.
39:40
I can't really read what you're doing, obviously, I see that
39:42
you're taking care of my daughter but you know it's
39:46
what's what what is the end picture because in Her mind it
39:51
in her mind what it looks like tangibly from her POV things
39:55
happen, a little bit faster or whatever the case may be, right.
39:58
And now fast forward two years later.
40:00
I just saw this past Christmas and she pulled me inside.
40:03
She's like I guess you weren't playing, huh?
40:05
And I was like, I was in, I was in the gym and all my everyone
40:11
has been doing this my whole life.
40:12
Where everyone's behind the scenes asking question, what's
40:16
going on? I haven't heard from him.
40:17
I don't see anything pop. A minute to to to you, just
40:20
start the whole damn. Where's all this coming from?
40:22
And it's like I was working and so the same thing can happen for
40:25
your example with the and I or 8th or whatever the case is.
40:30
There's no issue for being dormant in quiet for six months.
40:34
Collecting data, getting your thoughts together.
40:36
And the last thing I'll say on this rant and then give me your
40:39
thoughts. The, the we need the the
40:44
executives that these hrd now, these report to To be the
40:49
opposite of my mother-in-law, though.
40:50
I love you Stephanie. I do love you.
40:53
But opposite of that, we need them to be the opposite, from
40:58
the angle of appreciate and facilitate in fuel than moving
41:04
thoughtfully fuel. Their energy of like look at six
41:07
months of you paying potentially ten thousand dollars a month or
41:10
eight thousand dollar month salary.
41:12
Look at that as a benefit. Look at that as look they're
41:15
just getting their selves together.
41:17
They're going to move a Civilian sharply, look at it as an
41:20
investment because again, and I thought it was going to last.
41:24
I give you one more. Give it to me.
41:26
Come on, man. Well it's the same shit in
41:28
pardon my French and marketing. I've seen T, I'm telling you,
41:32
I've seen sales team marketing shitting, you know, this product
41:36
teams in a dungeon for eight months and no one says anything
41:41
to them but they're like, no, you investing in it, we know
41:43
that they're working, we have our jarrah boards, whatever,
41:46
whatever they use in their project.
41:48
Judgment. Why can't it be the same thing
41:50
for our hrdi team? So what are your thoughts on all
41:53
of that 100%? And I think that's where I get
41:56
back to the marrying of that people and business side of
41:59
things, right? So recognizing that we don't
42:03
develop like immediately. It's things take time, I love
42:08
the training camp mentality of being in the gym mentality
42:10
because you don't get stronger one time in the gym, like it
42:13
takes dedicated practice, dedicated frequency, specific
42:17
workout specific. Takes and then eventually over
42:20
time with through that level of commitment, you will see
42:23
progress. And yeah, then you'll be able to
42:25
lift the whole gym with ease because of all the work you've
42:28
been putting in for six months to a year.
42:30
What have you? I would love that.
42:32
We would look at this type of work.
42:34
Very similarly, both from an Institutional standpoint and
42:37
also from the, the practitioner standpoint because we are a
42:41
culture that wants to have things, move fast and happen.
42:44
And in an instant, the joys of technology has made it.
42:48
So To where now, we think we can get anything into that shipping
42:51
right? Or even one day, one day
42:53
shipping. So that microwave level of
42:56
thinking is not what's going to help things move faster, or
43:00
sustain itself. So how do we practice some level
43:04
of patience in this work? But as we are building, we're
43:08
not just building. You know, we have a vision to
43:10
what we're building towards, and I think that is the piece that
43:13
it has to be crit, clearly, articulated and in lockstep with
43:16
the, with the CEO or the Did any chief officer the c-suite
43:21
executives when it comes to the the work that we're doing as a
43:25
DEA practitioner? Am I mad to make sure my vision
43:28
mirrors their vision and and and then beyond has to be broader.
43:33
And if we can share and share that message like they were
43:36
going towards this like, this is the goal, the championship is to
43:39
go over, we won't get to the championship day, one that we
43:41
won't get the championship tomorrow.
43:43
It's going to take 18 weeks, it's going to take 24 weeks,
43:46
it's going to take, you know, is it takes some time.
43:48
I'm just gonna take four years because of would recruiting
43:51
class in building up our capacity, our capacity to work
43:55
the system, understand the system, give everybody
43:56
comfortable in the system so that way you can run a no-huddle
43:59
offense with ease. When everybody knows what
44:01
they're doing right? Those are if we start
44:06
encouraging incorporating that Lynn's into this work, I
44:11
believe, you'll will get a lot of people believing that D EI
44:16
hat. Like, is a necessity in the way.
44:18
We operate orchestrate, our organizations, and not just see
44:21
it as on the, on the first date. First out type of mentality,
44:26
especially with all these layoffs happening in the DUI
44:28
space, right? The vision has to be casted.
44:31
Division has to be clear, has to be locked up with the
44:34
organization is doing and yes, show a little bit of progress to
44:38
make sure that people, you know, unfortunately, is you got to
44:41
show me that you're actually working.
44:42
Really show a little bit of progress and status updates.
44:44
But know that the big, the big payoff, the championship is
44:47
going to happen once. Everybody trust the system to
44:49
trust the process. 100%, 100%. All right, so let's fast forward
44:55
out and what ended this way? That's fast forward out.
44:59
Your a year in the role. Theoretically, What are what are
45:05
some, what are some wins and successes that you are hoping to
45:09
see, but I'm gonna give you a couple, will do a little trivia.
45:11
I'll give you a couple example, I'll give you a give you some
45:15
examples. Let me see.
45:18
Him pulling up my pulling up my, my doctor in here.
45:22
So what are you hoping to see from?
45:26
And you can pick maybe one of these but what are you hoping to
45:28
see from Learning and Development?
45:31
What are you hoping to see when it comes to decision?
45:35
Making? What are you hoping to see as it
45:38
pertains to my psychological safety?
45:42
Like what are some things you're hoping to see after a year of
45:44
doing this great work in those three categories?
45:48
Any ideas, anything tangible come to mind.
45:51
Well, what's hey tangible and this is hard to articulate in
45:57
this way, but a lot of this is, is personal self work to reflect
46:03
and to process our own worldview positions perspective,
46:07
behaviors. And how that plays a role in the
46:12
outwardly to the people and the impact that it has on other
46:14
people, right? And so where from Any of those
46:18
levels where I see a success measurement will be, folks are
46:22
able to quickly identify or how do you bility to work through a
46:26
framework or a lens that operate that recognizes their bias.
46:33
He's privileged recognizes the impact has a perspective of the
46:38
either, the social other or those who are most marginalized
46:41
most vulnerable or historically excluded.
46:43
And that's like immediately, a part of like their
46:46
decision-making. Your question frame.
46:48
Like if we are doing an initiative that is an l and d
46:52
space. If we are teaching a new course
46:54
on How to Be an Effective leader.
46:58
Have we thought about, what does it mean to be a leader?
47:00
Like, do we know what it means to be a leader from every lens
47:03
of our social identity? And who are we representing when
47:07
we say leadership? Who are we?
47:10
What type of skills are necessary and army Corp reading
47:12
skills. That may not be traditionally
47:14
honored in the space. Like I think I remember reading
47:16
somewhere that Hard skills such as learning Excel or you know,
47:21
like looking at P and L is all that kind of stuff like that
47:23
stuff is important. But the soft skills are the a or
47:26
the big wins when it comes to a strong management and leadership
47:30
team. So even when we dig deeper into
47:32
the soft skills, like being able to have conversations with with
47:37
our staff and be in practice level of empathy in that in that
47:43
role, we are being empathetic by understanding and while also
47:47
understanding Historical context of a person's identity.
47:51
So, I'm not just going to talk to everybody the same way.
47:54
I'm going to talk to you in a way that is appropriate for you.
47:58
And then you understand, that's relating to you, right?
48:00
Which we incorporate that psychological safety and even
48:05
just verbally, like, you know, just a verbal ways to
48:07
communicate with other staff. But even thinking about what are
48:11
the nonverbal ways that we were communicating or what are the,
48:15
if somebody is, Maybe He has. He has a different way of
48:19
learning or neurological diversity, right?
48:22
Like how are we incorporating all the ways to communicate to a
48:25
person? That makes sense, and fits what
48:28
their needs are. So those types of things will
48:31
have to be a part of the work. So, not only are we just
48:34
providing an online course, restore money to, to look at it.
48:37
But we are also providing all text within that online course,
48:40
or we're providing some assistance or accessibility with
48:44
the comes to, that course, right?
48:46
Or maybe somebody just needs to read it.
48:49
You don't have the video set us an immediate need to read the
48:51
context so how are we transcribing it and it's the
48:53
transcription and multiple languages.
48:55
So it's it's a critical lens and how we look at the work and, and
49:01
in a year from now being able to look at those, you said LEDs and
49:06
so I called Safety. We're looking at just how we do
49:09
work. It is we take that extra step to
49:13
be to align Our intention with our impact.
49:16
And we're not just putting Things out there just in one way
49:19
because that's the way we've always done it.
49:21
We're taking the extra step of asking.
49:22
The question is how to appropriate, and assess still
49:25
meet the needs, or meeting the engaging, or reaches the people
49:29
that we are that have that are have been hard to reach or
49:32
unable to reach because the traditional messes haven't been
49:36
having been accommodating for them.
49:38
Yeah, I love all of that. I love all of that.
49:41
And and the tip that I would give to you and anyone else
49:45
that's that are in these roles. As you look at, you know, Alan
49:50
Diaz. You look at redoing a
49:52
restriction decision-making process, he's and to make them
49:55
more Equitable to make them more fair to make them more fluid to
49:59
make them, to make them faster as you look at workflows where
50:04
you're going to. Because, because that's another
50:08
factor to write, we are in. This is kind of connected to my
50:11
tip. A lot, a lot of a lot of the dni
50:17
work can actually be in the eye of the dni, where a lot of the
50:22
inclusive. Like, there's a whole another
50:24
rant that I won't do the full version of it, but there should
50:28
be individual processes for each one like I've seen, you know,
50:33
really yeah, there should be a say, five processes in five
50:37
inputs for deep, you know, for d, for diversity for, you know,
50:42
for, you know, a Ural Equitable moments in and process you that
50:45
you want to try to put inside the company and then I and then
50:49
be like there should be your own things for each one.
50:52
And what I've noticed that can get the attention is my tip that
50:56
can get the attention of that CFO or that CEO or whoever you
51:01
report to is if you attack the I first actually and you look at
51:08
workflows or if you look at psychological safety or decision
51:13
making Or if you look at and I'm literally scrolling through
51:16
here, diversity of thought, and you do it in a way where it'll
51:20
make teams work, faster, harder, better with each other and
51:25
generate more ideas that the company can make money on if you
51:29
if you if you pitch it like that.
51:32
Yeah, notices who will give you who inevitably will be having to
51:36
sign the checks and give you budget and autonomy.
51:39
They're going to say ah I get it now I see what you're Saying
51:43
because what I've noticed is a lot of folks that are like you
51:47
and I that are trying to work on this work.
51:51
Subconsciously and I know this is scary but subconsciously
51:55
those that are in the decision-making positions that
51:58
we report to don't internally and emotionally care as much
52:04
about the color and gender and fair variables as I think they
52:11
should. But what they care about in the
52:12
immediate is if the teams are working faster and harder with
52:16
each other and you know, you're doing it from a really good
52:19
humanistic Spa. But they know on the other side
52:23
that is going to impact the business.
52:24
So it's kind of like you're just finessing the system a little
52:26
bit like you know what, I'ma give you what you want, but I'm
52:29
going to do it in a way, that's very humanistic.
52:30
So it's a win-win on both sides. You know what I mean?
52:32
Course, you know, and that and that's honestly from a
52:36
short-term like you said, short-term perspective.
52:38
Like those are the things that are necessary for the work to
52:42
continue. Like and that's, that's a lot of
52:44
the reason why we have to be infused into the business, to be
52:48
able to ask those questions. Either stand What are your
52:51
goals? What are you striving towards?
52:52
How? What do you see infant
52:53
efficiencies? Here's an idea.
52:56
Let's try this or let me take that back and let me see what I
52:59
can do to help support that effort.
53:01
And let's distract some measured made measurements, right?
53:03
Like the one of the things I think about us to lean
53:06
management system where there is a lot of that check and adjust
53:10
that's occurring when we identified what the what the
53:14
problems in the root causes are then we do a test of change and
53:18
through that through those steps, then we able to say,
53:20
okay, Here's a B has to change. So I want to bring to the table
53:23
of recruiting. Let's start recruiting in these
53:26
ways. Let's add this language.
53:28
Let's put it in these spaces where we haven't been engaged
53:33
in. And let's see what happens,
53:34
right? Like, here's what we here's
53:36
where we will hope to see measurements on the certain
53:38
month to month or week to week. What have you and then in at
53:42
that doesn't work then we can say OK, maybe we see we saw some
53:44
progress but it wasn't a progress.
53:45
We're looking for, how do we tweak it to make it work?
53:48
But it's still aligns with the overall goal of Of encrypting of
53:52
recruiting, you know, increasing recruiting numbers, right?
53:57
So there is a leader that I love the finessing perspective, which
54:00
I know for nesting can have a terrible term and some spaces.
54:03
But honestly, if we're trying to get this work to be completed,
54:06
there has to be a little bit of finessing on the front end.
54:07
And then, because we're really trusting by in with the
54:10
institution that we are capable in this department.
54:14
This work is, is important, and is needed, so we have to have it
54:19
embedded into the work to them. Rise up and say all right like
54:23
now let's go. Yes get to work.
54:25
Yeah and I'll give one last tip and then please what plug
54:29
anything you want to plug and then I'll get you out of here
54:32
because I really appreciate your time my dude Rob.
54:37
He he's the founder of all Miss and really great guy and frankly
54:43
a mentor to me old-school Deloitte guy.
54:47
I think he's in the 60s and just really been around.
54:50
Around the world done a lot of great work and one great thing
54:54
that he's always taught me from a sales perspective that can
54:57
help some, some current, or future heads of DNA's out here,
55:01
some heads of people out here that can help, right?
55:04
Because at the end of the day but a lot of people don't
55:06
realize is every human being on the face of the Earth.
55:09
It's a salesperson, that's the self, some right?
55:13
You want to get a job, you gotta sell yourself, right?
55:16
You know, a lot of people think salespeople, are people that are
55:18
just selling products or Services.
55:20
No. Selling at all times, you want
55:22
to get your husband and your spouse your your significant
55:24
other or your kids to do something it's selling its
55:27
convincing. It's it's getting into their
55:29
psychology. It's and so one thing that he's
55:32
taught me that I think a lot of HR people can learn a lot of
55:36
the, you know, if you become learn, try to understand, let's
55:39
say you report to a CFO try to understand what kpis and okay
55:44
yards that CFO is being judged and measured against.
55:48
Yeah, if you can solve if you Can help them keep their job
55:52
longer. I promise you they're going to
55:54
start giving budget like if you can really if people can really
55:58
internalize that tip it'll blow your mind and that one little
56:02
subtlety Rob said to me one day like weeks ago.
56:05
And I was like that is so right? If we could, if whatever we're
56:09
trying to sell whatever we're trying to bring in, can help
56:12
keep this person's job longer right?
56:16
Because every birthday everybody has a kpi on.
56:18
Okay, are in different ways. Everyone goes, Super, A review.
56:21
So I would love your quick thoughts on that and then
56:26
plugging anything when I plug and I get you out of here,
56:28
that's how you win. Honestly, you you help the coach
56:32
succeed by doing your knowing what their goals are and try to
56:37
help anticipate that need man. And I think that's what I've
56:40
witnessed a lot in this leadership space especially as I
56:43
develop as a leader. The more that it's sad but true
56:47
the more to help my boss look good.
56:50
The The better, you know, we will be.
56:52
And, and that's a lot of its anticipating their needs
56:55
anticipating what they're like to be measured in that.
56:58
That makes tremendous sense. So why not take that same level
57:00
of perspective and the way that we build relationships with
57:03
people and and but do it in a way that genuine, right?
57:06
It's not like a scratch my back. I scratch yours.
57:07
So it should be no quibble Crow however you say that.
57:10
But but it's like all right. Like if we all need to win, we
57:15
all have a role to play. And we all have not necessarily
57:18
take sacrifices, but we all have The opportunity to help each
57:22
other in a collective state in a collaborative state.
57:26
So how do I help you and achieve this and by doing so hopefully
57:30
reap the benefit of getting more support down the road and you
57:34
know that's key as a good key, 100% plug anything you want to
57:38
plug brother and I get you out of here.
57:40
Yeah man so for y'all at the appreciate the being on the E 1
57:42
p 2 Collective. I've been like I've mentioned to
57:44
you offline I've been following your journey for since the
57:47
pandemic it prior to the pandemic, actually, what does it
57:49
mean to be a great leader? So I She ate the content, you're
57:51
putting out and your podcast man.
57:53
And so I have a podcast as well on the mic with Ray White.
57:57
You can find it on all social media platforms, all podcasting
58:00
platforms, you see fit and I'm pretty active on LinkedIn and
58:05
Instagram a trade Avante, so you can find me there too.
58:09
And eventually two things, one, I might have a book coming out
58:13
here pretty soon called advocacy and action 9, practical ways for
58:16
our allies and social justice. Just really getting at the
58:19
answering the question of what? Do I do whenever a leader is
58:23
experiencing social injustice, that's happening around them.
58:26
And how do they understand cognitively navigate that for
58:29
themselves? But then also be an advocate for
58:31
others in their spaces to create this belonging culture that we
58:34
seek. So that will be coming out here
58:36
pretty soon. And then the second thing is, I
58:38
do speaking in public public speaking, coaching Consulting as
58:41
well through this umbrella and just love to engage leaders
58:47
executive leaders people managers those Who are really
58:51
working to create an inclusive community, where every identity
58:55
belongs in thrives and not only finding a way to implement it
58:58
within their work, but it's just to hold space because there are
59:01
not many places and spaces where leaders can go and to Fumble
59:04
through, how to be a better dni practitioner in their current
59:08
role. So, I love to hold space for
59:11
leaders in that way. And then, if you five, find me
59:14
on social media, and let me know where to listen to this episode,
59:16
I can plug that to you too, and we can have a conversation so I
59:19
can support you and Efforts of being the Equitable leader that
59:23
I know you can be. And, you know, you can be well,
59:26
brother, I appreciate you. This has been a, this is this
59:29
has really been a dope conversation and this is
59:31
probably one of the better. The better podcast that I've
59:33
ever done and on the record to, for all the listeners, this was
59:40
all freestyle, like, we didn't have anything that, you know, so
59:45
and that's a skill in itself to. So we should probably Pat
59:47
ourselves on the back for that, but I appreciate you bringing.
59:50
Whether we will have this editor soon and we'll get it out to the
59:54
world. Thank you, man.
59:56
Thank you for having me on the show man.
59:57
Appreciate it. Whether we will have this editor
59:52
soon and we'll get it out to the world.
59:55
Thank you, man. Thank you for having me on the
59:56
show man. Appreciate it.