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Lessons - How To Run An Ethical Business | Tina Berger - F500 Digital Transformation Advisor · Success Story with Scott Clary

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  In this lessons episode, discover a model for a systemic reset that challenges entrenched
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  business norms, learn why embracing uncertainty, and an inspired vision is essential for change.
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  Understand how deep-listing balances efficiency with connection and explore how aligning
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  individual and collective needs sparks innovative solutions.
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  What's the model for what what so you advocate for systemic reset of a system that's entrenched?
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  It's not easy, right? So let's look at let's look at the model is the model somewhere else in the
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  world for how we should do business how we should collaborate that we should refer to engineer?
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  I I so love the question because it's a it's a it's a delicious question because it's the
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  as somebody who works with change I know that people don't like to let go of things that they love
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  or that they're comfortable or that they know without having the next thing to grasp on to and say
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  this is a better way and I also am aware that that we don't know the answer yet I'm not pointing
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  at a different system and saying we should adopt that system and part of the challenge is that's
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  what we want it's that we want a certainty about the future that's not really possible so we
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  keep grasping for that and asking for that and say I'm not letting go of this until you show me
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  and we're going to hold on to this with all of its destructive um you know damaging impacts
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  until someone delivers us the actual better solution well I could come up with a better solution
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  probably but would it be a better solution for long is it the better solution no I I believe
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  that what what we need is a driving vision which is not a goal that's different from a goal
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  even if you stick it's it's much easier to talk about these things if we look at the individual
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  level because everything that's true about the individual experiences also true about the the
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  collective so if I if I say oh you know how we ask people that are just coming out of of high
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  school what they want to do for their career and then we make them choose and then they go to school
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  and then they study that thing and then they get in that career and they go oh I didn't want to do
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  this this is not what I want well this happens to people that are not just in school this happens
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  with people's careers in general is like there's something we like about that so we say that's
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  the goal and maybe it's a five year thing and we start driving that direction and we get a lot of
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  flags along the way that this isn't really quite it there's something I like about that but I this
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  was my goal so I have to drive here um instead of taking the hints along the way and going well
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  was it about that I want to be in service this way I have a gift to bring this way this is me but
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  this part's not me so much you know I've done that in my life many times where because that's
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  what I learned to do to be successful was to get your goal and grind that out and then I get there
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  and I go I don't want to do this you know for this is it and I've had so many conversations with
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  senior leaders and executives inside of corporations and they say yeah you know I'm here this is what
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  I spent my last 15 years trying to dig go and is this all there is this is it was just not and it's
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  like we're not good at inspired vision and and and and inspired business you know inspiration
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  comes from being still then going what serves and what serves what I think serves right now
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  is not a bad question to start with what are we trying to serve what are we in service to by saying
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  every year these large global corporations need to be another four or five percent
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  bigger on the bottom line well we're in service to at this point it's right it's so you set you
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  first of all you nailed it like the individual you look at the individual situation and then you
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  just extrapolate that and that's the collective situation so you see you know the individual has
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  the goals and the KPIs and the in the organization and those goals and KPIs are aligned with the
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  organizations goals and KPIs which are usually to the shareholder right to the to the stakeholder
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  and and that's that's and and even if the company's private the end goal is to you know exit and
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  to a higher valuation or you know have a positive ROI for the investors until the IPO so it's always
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  about the shareholder or the stakeholder that's what drives everything right now that's possible
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  I mean but but from from for privately held company if you look at like a Patagonia like where
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  that's owned I can't remember the guy's name but that one dude and he gets to say whatever he
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  wants to say you know he'll he'll he'll he'll get big you know pages uh front pages on the New
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  New York Times or whatever saying what he wants to say about indigenous rights or what he wants to
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  say about gay and trans rights or whatever he wants to say about what the government should or
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  shouldn't be doing and uh and I've had people say well how come they can do it and I'm like no
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  that's not a publicly traded company it's a private privately held company and publicly traded
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  companies in my view I don't see anybody really owning um the decisions made by those corporations
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  because uh senior leader uh CEO says I'm doing what the investment behavior of the market tells me
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  it wants which is to grow this bottom line to grow the profit line that's it and the reason I know
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  that is because that's the only thing that consistently drives investors to buy this stock
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  and it's fair enough that's true but I think people are unconscious in in general public is
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  unconscious about our investment behavior um and how it drives those decisions so we don't
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  think of ourselves as owning those decisions just because we own stock but when we sit down at the
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  end of the year uh and either decide or by ourselves or with our advisors what are we going to
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  invest in next year the question is well what's what's going up it's not what does that company do
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  do I really feel aligned to it um and even my spirit yeah it's what's going to make me the most
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  money so I can get out of this misery faster this this misery my investment it's a good self
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  perpetuating prophecy almost it's totally like that it's completely like that and so it's kind
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  of a crazy it's kind of it's a certain kind of crazy um and you know and I feel like the work
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  that I'm doing right now the work that I'm getting to do right now to come back to the question
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  of of what do we do different because I didn't really answer that I do believe we have to learn
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  how to engage with each other in different ways I do believe that uh so if I say there's a bias
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  towards the assertive in our culture and that's basically this logical rational um this need to
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  to plan things this need to have everything be predictable these are at least this need to build
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  things uh and grow things and this need to uh get your point into the room and to win at something
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  these are not terrible instincts these are not terrible um this is not a terrible aspect of being
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  a human that we want to be known for what we do that we want to be heard when we speak that we
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  want to plan things and be able to have some predictability in life that we care about our individual
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  needs and the needs of our particular families uh that we're interested in those things uh that
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  we really want to move in the world and and and and feel the earth under our feet and get things done
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  but they're out of balance with the whole other aspect of who we are as humans so the other aspect
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  is really listening deeply so that we can hear from other people that have different lived
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  experiences different gifts different capabilities and different perspectives on the same challenges
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  and problems and that's really like deeply listening not like how we typically listen where we're
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  rehearsing what we're going to say next while the person speaking is really taking that person
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  in fully um learning how to allow space for spontaneity instead of having everything be planned out
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  and being and this push for uh this constant push for action and this constant push for um efficiency
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  takes all of the space out it takes all of the space for breathing out of our systems and so there's
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  no space for spontaneity there's no space for the emotional understanding that you need to get
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  things to be different taking into account the emotional impacts uh and really holding what are
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  what are what are what are what is the what is what are our systems perpetuating in the world are we
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  really fully aware like emotionally of the pain that that's causing because we are not just
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  individual we're also fully connected with everything on this planet there's no way to separate us
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  out completely because we're living both of those things both yes we having an individual experience
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  but we're also impacted by knowing and you can see it in our like I can see it on my kids and
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  they're they're part of why I speak about the things that I do but um they know who makes
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  their smart devices and they know the situations those people are living in I didn't grow up knowing
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  that uh it's painful for them to know that so I'm not surprised by the fact that so many young people
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  don't want to plug in and continue to do what I grew up doing you know so we have to hold
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  the emotional also at the same time as the intellectual it's not just a matter of putting money
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  in the bank it's at what cost and you know what does it mean that we're doing that
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  and and also this this uh this focus on structure overflow and this lack of space for just being
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  being and um and being in a receptive quiet mode is one of the ways you know that we become
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  receptive so we have to figure out how to do these as individuals first and how to acknowledge and
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  make space for them and when we do this in a group when we learn how to do these things individually
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  and we bring them to a group different things happen and much more creative much more inspiring
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  much more integrative much better solutions are possible when we can do that because we can bring
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  at that point the full value of the gifts in the rim in a way we can't do it if we are doing what
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  we call collaboration which is eight people sitting around a table advocating for the thing that
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  they already knew they wanted to happen when they showed up thanks for tuning in if you found
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  this valuable don't forget to hit that subscribe button so you never miss an episode and if you want
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  to dive deeper into this conversation check out the links in the description to watch the full
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  episode see you in the next one