July 22, 2025 • 50 mins
Carlos Hoyos—Senior Global Executive Coach, shares how self leadership isn’t just a personal journey, but a catalytic force for cultural transformation. He reveals how mastering self discipline, emotional intelligence, and personal accountability becomes the starting point for leaders who want to reshape their organizations. Strategies such as aligning personal values with corporate purpose and using self governance to model sustainable change will drive engagement, trust, and agility.
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Working on Purpose is broadcast live Tuesdays at 6PM ET and Music on W4CY Radio (www.w4cy.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Working on Purpose is viewed on Talk 4 TV (www.talk4tv.com).
Working on Purpose Podcast is also available on Talk 4 Media (www.talk4media.com), Talk 4 Podcasting (www.talk4podcasting.com), iHeartRadio, Amazon Music, Pandora, Spotify, Audible, and over 100 other podcast outlets.
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Speaker 1 (00:00):
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(00:21):
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Speaker 2 (00:28):
What's working on Purpose? Anyway? Each week we ponder the
answer to this question. People ache for meaning and purpose
at work, to contribute their talents passionately and know their
lives really matter. They crave being part of an organization
that inspires them and helps them grow into realizing their
highest potential. Business can be such a force for good
in the world, elevating humanity. In our program, we provide
(00:51):
guidance and inspiration to help usher in this world we
all want working on Purpose. Now here's your host, Doctor
Elise quartet Es.
Speaker 3 (01:05):
Welcome back to the Working and Purpose Program, which has
been brought to you with passion and pride since February
of twenty fifteen. Thanks toning it in this week. Great
to have you. I'm your host, Doctor Release Cortes. If
we've not met before, you don't know me. I'm a
workforce advisor, organizational psychologist, management consultant, lago therapists, speaker and author.
My team and I at gusto Now help companies enliven
and fortify their operations by building a dynamic, high performance culture,
(01:28):
inspirational leadership, and nurturing managers activated by meeting and purpose.
Many organizations are not aware of how critical it is
to invest in developing their leaders and managers not just
for their own effectiveness, but also to avoid burnout and
keep them fulfilled. And did you know that inspired employees
outperform their satisfied peers by a factor of two point
twenty five to one. In other words, inspiration is good
(01:51):
for the bottom line. You can learn more about how
we can work together at gustoudshnow dot com or my
personal site at least Coortes dot com. Getting in today's
program we had with us today Carlos Hoyas. He's a
senior Global Sea level executive coach Forbes Coaches Council Member
Business Advisor, podcast host and author, among many other things.
He and I met in the Forbes Coaches Council. That's
(02:13):
how we knew each other. He comes to us today
from Campinus in the state of San Paulo, Brazil. Carlos
A hearty welcome to Working on Purpose, Bean Bindo A
Working in Purpose.
Speaker 4 (02:24):
Wow. Thank you very much, you know'll bi lingu and everything.
Such a privilege to be here. It was one of
the great gifts to be in the Forbes Coaches Council
is to know amazing people such as yourself. So I'm
here to serve. Thanks for being the.
Speaker 3 (02:39):
Show, absolutely, Carlos, and I appreciate that the Council attracts
people from all over the world, which is part of
the reason that I wanted to be involved in it
as well. And I want to celebrate that you work,
do your podcast, write books, speak in English, Portuguese and Spanish,
and your your websites are in English, Spanish and Portuguese.
(02:59):
I just think that's fantastic. Those are the languages that
I traffic in as well, not as strongly as you,
of course, but having lived in Brazil, that's of course
where I got my love for Portuguese.
Speaker 4 (03:11):
Thank you here.
Speaker 3 (03:12):
Welcome. So today, listeners of viewers, what we're talking about
is Carlos's ideas around what you call self leadership. We're
going to talk a good bit about that, help people
understand that and enroll you in that concept, and then
really how it relates to how you can build and
transform culture. So that's the folks of today's of today's conversation.
(03:34):
And I wanted to start with what each of us
tend to find when we open a conversation. Somebody calls
us and they have a problem in their business they're
trying to solve, and we have a conversation. And almost
every time when you walk into a conversation, you hear
some similar refrains. So let's talk about the four questions
that you tend to pause and ask people that who
(03:57):
think they want to work with you, who think that
you can help them, what are those questions?
Speaker 4 (04:02):
So then I like how we start with this, because
that's how we start most of the conversations and businesses,
and I do this. I asked these four questions not
only with executive coaching programs, but also with advisory because
people typically want the change, but they do not want
(04:24):
to become responsible for the chains, and after hitting my
head against the wall so many times and getting frustrated,
you know, there has to be a way to filter
a little bit better this process, Right, So I came
up with those questions. I probably didn't create any of this.
I just you know, learned and started accumulating. And when
(04:47):
I realize things, we're not really going to be effective.
I want to make sure that we're stumbling on that.
So the first question is, and I ask people in general,
do you believe that in order for you to get
the results that you're looking for business, company, or division,
you actually need to change? And that gives me the
(05:10):
perception if the person has self awareness or maturity to
understand that the person is part of the change, she
needs to change first. So typically people say yeah, yeah, yeah,
of course I need to change. Right. So the second
question is do you believe that you actually can change?
And amazingly, some people get stuck on well, I'm kind
(05:33):
of too old for that, and they cannot change. So
I expect other people will receive me or will just adapt.
That's not very common, but every now and then happens,
and then you know, a little bit of there science,
their plasticity or genesis, and the person while yeah, and
actually I've been changing over the years, so that's uncommon,
(05:54):
but sometimes it still happens. Third question is, well, are
you open to to be part of this change in
this process, And that is when I start commuting to
dividing people that are interesting to work with, and it's
going to be really a hard time to work. And
I actually have cases as well that people that know
(06:15):
I'm not willing to change, I don't want to say so,
so whenever I get to know if I'm not able
to influence the person. But typically the third question, this
thirst version. The person's really stuck to say, I can't
help you. I'm sorry, I cannot help you because you're
agree with me already that you need to change to
get the results that you can change, but you're not
(06:38):
conscious that or you're not aware that you are open
for the change. And the fourth question is just like
make it you break it. Are you committed to the
process of getting results and that will include you to
change until you get a results right the context that
we are on, which is consequence of who we are
(07:02):
or how to impact the environment. And I learned this
in troublesome ways in the past, so I understood that
if I really want to get some change, I have
to be committed to the glory and you know, the
painful parts of the process, that ups and downs are
going up to the mountain, and sometimes I hate the process.
(07:25):
So if I'm not really committed to the process, I'm
not going to get the results. So expect the same
thing from my clients, and that time, depending on the client.
If you see some more resistant to this, it's just
like and you know, self pilot, it's just like yeah, yeah, yeah, yeah,
say no, but you understand this is going to be hard.
You understand sometimes you're going to love me and sometimes
(07:46):
you're going to hate me. I would say, you know,
I do this with you know, my heart full of
love because I want the best for you in your company.
But sometimes you might not want to hear what I
have to say. So unless you're fully committed to this process,
I don't want to play with this. I don't want
to be part of this because I want people that
are fully engaged on this. So these are my you know,
(08:10):
four quick questions that once I get you know, all
green lines and people are really aware of does they
understand the game and they already committed to the process.
Speaker 3 (08:22):
Great way to kick things at Carlos. Now let's get
Let's go back to question three because I think the
important for our listeners and viewers to maybe self identify
here what they might be thinking about, even if they
give a yes answer to are you open to change?
I'm going to see the couple and then I would
love for you to fill in some I can imagine
that when you ask people are you open to change?
(08:43):
And the answer is no, then part of what could
be in of that is I could have imagined. And
I do hear leaders say this is not my problem.
It's what happens is we have to get these people
motivated to work. We've got to change their mindsets about
how they're relating to work. And you know, how does
they think work should be done around here? That's the problem.
And so they're identifying outside of themselves as and attributing
(09:07):
what needs to be changed to something outside of themselves.
And what else do you hear when people are saying
that they're not really open to change?
Speaker 4 (09:15):
This is pretty much it. But you know, after a
while you see what people say. But to realize when
people are not really meaning that, right, So this is
like the quig questions and the top on the surface,
but some of those questions and answers they derive on
(09:40):
under self discussions because people say, well, I'm eager to change,
but my team has to change first, or it's sort
likes conditional change, and the thing, the whole thing is
just like, okay, so what's your role in this organization?
Are you going to be the driving force of this
or you're just you know, I don't necessarily use this word.
(10:02):
You're like a victim or a martyr of what happens
to you in other words, or your cause or the
effect of what's going on, right, And some examples that
I like to use is just I mean, it's what's
your real impact on people? Perhaps people are not changing
because they don't know how to change it, or perhaps
people are afraid of changing, or perhaps you don't really
(10:25):
know what to expect from you. So for example, if
I come here, I'm not prepared, like in a T shirt,
or it just oh my gosh, we have, you know,
an interview now and I'm going to improvise things, or
I'm not really one hundred percent present here with you
you're going to notice this, So my impact is really negative.
(10:45):
And if I continue to do this, I'm going to
be having a horrible reputation. So it really depends on
how the person answers this and the convictions on this
that we can explore this and I guess and it
doesn't take a lot of time to people are reopen
(11:05):
that it's not really curious about changing that you realize, Yeah, yeah,
definitely to change that. Yeah, yeah, yeah, I'm open to change.
I have changing the past. Yeah, I see that now. Right.
For example, if I have a bad relationship like my home,
I have to do something so they react back in
(11:27):
a different way. So you have had a positive impact,
they're going to react back. I'm sure I answer your question.
But this are some reflections that I have in displaying.
Speaker 3 (11:37):
Yeah, that really helps, I think helps our listeners and
viewers kind of get into the mental state of what
this conversation is really about and connect with it. I
want to say two other things are that really quick, Carlos.
One other thing that I also think that we here
with when we're working with leaders who are wanting to
put results for their business, is they say, well, it's
this change isn't really about me. The problem is is
this last younger generation they just don't want to work.
(12:00):
We find up the generational throw under the bus is
all over the place now. There are at least five
generations in the workplace now, and they all have different motivations,
different values for working, different desires for where they are
in life, et cetera. And so part of the opportunity,
of course, as we know as leaders, is to be
able to find a way to activate that and meet
them where they are, to be able to inspire them
(12:21):
to perform at their best. And so I think I
think important that we call that one out because I
know you have to hear it as much as I do,
the generational complaint about why things really aren't changing or
working around here. Yeah, that's the first thing. The second
thing I was going to say about what you just
said that I love about our work, and I know
you have to get this as well, is because our
(12:43):
work requires working intantly with our leaders, and we are
getting deep into their lives and their mindsets and how
they're thinking about themselves, how they're relating to other people.
One of the most cherished aspects for me, and it
doesn't happen a ton of the time is when I
get the call or the email from the spouse saying
whatever you're doing, thank you, because it's coming home within
(13:04):
this or her as well. Right, Okay, well let's go
onto this next bit here. I really listeners and viewers.
Carlos has many articles published on Forbes Coaching Coaches Counsel.
I highly recommend you check them out. One of the
other that I checked out there that I thought was
really interesting, You've got an article on the three axes
(13:25):
that guide transformation, and of course one of those is
self leadership, which we're talking about and will continue to
talk about in different ways here as we go, leadership
and governments. If you could introduce each of those three,
we'll talk more about them after our first break, but
if you could at least queue up those three axes
to guide transformation for us.
Speaker 4 (13:46):
The basis for this is that most effective executives later
business owners, they are multi dimensional. They don't have, like
the proverbio, have a harm or sartain thing it's on
nail and the standard different things that they have to
operate on. So I initially work with you know, leadership
(14:06):
and management. Right, So in a very simple terms. Leadership
is connecting with the heart, efficient to the other people, right,
and management is getting to the numbers. But management it's
not enough when you consider a broader spectrum. So that's
why I talked about governments, and I know we're going
(14:30):
to talk about this, but governess is just a set
of principles, rules, structure, organisms and processes that provide longevity
for the business, adds value and protect the business owners
and all the stakeholders. So includes management and includes a
lot of other things. And there's some systematics on this.
(14:52):
Self leadership became really apparent to me when I realized
that it doesn't really matter the content that people are on,
the technology, the processes, all the certifications. This all comes
down to ability of the person to self believe, to
self guide, and to change. And you can replace self
(15:17):
leadership as self mastery. So this is of been a
perpetual process in my head, and of course writing and
improving this understand Okay, at a given point, what is
the key parameter that needs to be changed now or
what is the acts that we need to put effort on?
(15:40):
In other words, other things you automatically derived from that,
and typically self leadership is the starting point. That's why
I have, you know, put so much effort on working
on this, writing a books and self leadership, writing lots
of articles on this, and essentially, once the person knows
where he wants to gad and has a clear vision purpose,
(16:04):
you know, work on purpose. Everything else you just derived
from that. Hopefully that was a.
Speaker 3 (16:09):
Good absolutely, thank you, Carlos. That's a perfect way to
really situate more of the breadth of the work that
you do and what we're going to talk about. We'll
grab our first break. I Alice Court as your host
with an You with Carlos Hoyas. He is a senior
global C level business and executive coach and a Forbes
Coaches Council member. We have been talking a bit about
(16:31):
the notion of the importance of change and transformation and
starting to talk about self leadership. After the break, we're
going to delve more deeply into self leadership. We'll be
right back.
Speaker 2 (16:55):
Doctor Elise Court haz is a management consultant specializing in
meaning and purpose. An inspirational speaker and author. She helps
companies visioneer for greater purpose among stakeholders and develop purpose
inspired leadership and meaning infused cultures that elevate fulfillment, performance
and commitment within the workforce. To learn more or to
invite Alease to speak to your organization, please visit her
(17:17):
at elisecortes dot com. Let's talk about how to get
your employees working on purpose. This is Working on Purpose
with doctor Elise Cortes. To reach our program today or
to open a conversation with Elise, send an email to
Elise A. Lse at eliscortes dot com. Now back to
(17:41):
working on Purpose.
Speaker 3 (17:47):
Thanks for staying with us, and welcome back to working
on Purpose. I'm your host, doctor Elise Cortes. So I'm
dedicated to helping create a world where organizations thrive because
they're people thrive. They're led by inspirational leaders that help
them find and contribute their greatness and with your business
in a way that betters the world. I keep researching
and writing my own books. So one of the latest
came out. It's called The Great Revitalization. How activating meaning
(18:08):
and purpose can radically and liven your business. And I
order to help leaders understand the nature of today's workplace.
They're very diverse and they're very discerning. What do they
want to mean from work? In order to give their
best and want to stay, and then I provide twenty
two best practices to equip you to provide it for
them in your leadership and your culture. You can find
my books on Amazon or or my personal site at
(18:30):
least qure test dot com if you are just now
joining us. My guest is Carlos Hoyas. He is a
senior level global level executive coach. He is based in Brazil,
any does business around the world. So let's peel back
more on this notion of self leadership. There's so many
layers that we could get to here, and before we
do that, I want to situate something that you talk
(18:51):
about that I think is critical and it's something that
unfortunately all of us fall prey to. And it's this
idea of when we confuse the symptom with root. And
so when we're talking, like you know, we're talking about
maybe a team issue, a leader is saying, you know,
the teams start performing, they're not innovating, and they're not
working together, they're complaining all the time, whatever it is.
(19:12):
And what you say is what appears to be a
performance issue is actually a leadership blind spot.
Speaker 4 (19:19):
Yeah, pretty much. That's that's essentially what I found in
twenty five years plus as a leader in which a
geography is more to language teams and twelve years of
practice as as that can coach. You just have to
(19:40):
bring up a mirror and say, you know, this is
this is where you have to start working on. And
once you start working on, everything else is a consequence.
Speaker 3 (19:49):
Do you have an example of like you know, so
that our listeners and viewers can relate to that idea
of let's say they're coming to you and they're maybe
they're exasperated and what is that blind spot? You were
able to help them see.
Speaker 4 (20:03):
I don't think I have a single client that we
haven't worked directly, indirectly, consciously or unconsciously on their self leadership.
But the things that you just can you start talking
is just remember it was the founder of a company
and it was like a meat size company. They were exporting,
(20:25):
their growing, their booming, and they want to get to
the next level. The times, yeah we need to get
to the next level. It to ok take a team
and all that stuff, and very simple questions say, okay,
where do you see yourself in three to five years?
And it's striking because most of people don't have that
sort of vision, and whenever we think about leadership, we
(20:48):
think about leading others. How am I able to lead
others if I don't exude the confidence the gravity that
I know where I'm going to And that was the
key reason why his own executive founder moved. A millionaire
(21:09):
couldn't let go from three roles he was holding in
his current position from that time. Then he realized, if
you don't have a clear vision of what you were
going to do in a few years, you were stuck
in your past identity. You keep on repeating yourself in
this identity. And that to me was just surprising. It
(21:35):
It was so obvious to me, But when it became
obvious to him, it's see things start to change, so
so powerful.
Speaker 3 (21:44):
It's such a privilege, isn't it, Carlos, to be able
to do this kind of very intimate work with people,
and it does require them to trust us and to
be vulnerable with us, and I really appreciate that. And
then getting to see the results when they do start
to that, the AHAs go off and there and then
they start to change their behavior the way the relating
(22:04):
to their people and they get different results. Just the
most rewarding thing, and I to that end really appreciate
how crisply you talk and your articles and in your
work you have. You have a list here of ten
pillars of self leadership, and you also have five pillars
of self governance. I want to talk about both. Which
one makes the most sense to talk about first?
Speaker 4 (22:27):
I think we can talk about governance. I think it's
going to be quicker. I didn't grade five these five
principles of governess. I just once I got my certification
UH as a board member and start working at the
board level and training future board members at the mindset level.
(22:49):
And right now most of my work is for mid
sized companies to have a board right structure board. I
work with governance and why do we allow? And I
do a lot of reflection this. I like to get
to content which is really good in one area and
start thinking how can I apply this to many other areas.
(23:10):
So when I think about the pillers of governance, these
are also pillars of self governance or self leadership, and
essentially they are sustainability or longevity. You're actually thinking in
the long term, So the decisions should not be done
strictly for the short term. I think, of course, somebody
(23:31):
is hard. You need to take this person to emergency room,
but you can patch this person to survive the next
few minutes, or of fixing this person for life. Right.
So essentially it just always have this long term vision
and it's amazing if you just apply that and every
(23:52):
single day with a business owner and an executive, they
start to change because they realize that they're so react too.
I mean, this is this is basic neuroscience. And you
know when say, neuroscience seems a very complicated thing, but
you know, fear accelerates people. And when people are accelerated,
(24:14):
they have ortisome the most effective people leaders. They are
not brushing, they are not running for one thousand different things.
Do You're just precise. They prioritize, they understand what really
is the thing that moves the needle, and that is
(24:37):
long term thinking.
Speaker 3 (24:38):
Right.
Speaker 4 (24:38):
So the second thing is equity and inequities. It's it's
been just at the proper level. It's it's sort of
a fairness, but it's not treating everybody equals because you
cannot treat the CEO or you cannot reward the CEO
(24:58):
the same way we're going to reward a first line
manager it's different different responsibilities. But when you work with equity,
people have different responsibilities, they have different charges, different levels
of pressure, and of course different rewards. So when you
think about a business, you think about all the possibive stakeholders.
(25:21):
You can definitely have to work properly in a just way,
in an equital way is that it is a word
with all different stakeholders. And again, if you only do that,
and you start thinking, how I'm treating my significant ord
I'm treating my son, my daughter different ages, right, one
(25:46):
is twenty one on the other seven, how I treat
my employees at home? How I treat my subordinates company?
And you're going to struct to understand that you're not
going to give time the same amount of time to everyone.
And when you bring this to you to work, not
not only home, you actually start changing not only the
(26:11):
did the right relationship, but this encompasses the entire culture
of the company. The third quality of this and this,
by the way, I didn't mention this, but this comes
from later to govern as achieve. It's you know, Brazilian
Governance Institute, right, something like that in free translation, So
(26:35):
we're using them, right. So the third thing is transparency.
It's just that is related with compliance. But if you
do things, if you tell people what to do, but
we tell them, we don't explain them why what's going on,
the relevance of that our communications really shallow. Yeah, and
(26:59):
people start to doubt you. And again it's just be transparent.
You know, you know, you don't know, you don't know,
it's it's okay. And if you cannot tell people because
it's confidential, you know, just it's a needed to know basis.
I would love to tell what's going on. You're probably
going to know in a few weeks, but right now
(27:19):
it's classified. And be transparent of all the things that
cannot be transparent, and people will start trusting you a
lot more when you do that. And again, you can
do this in a personal life, in a professional life,
and a business life, for government, for management and opening
our business. That's why the fourth one is integrity, right
(27:40):
to the right thing, be honest. I mean, that's it
seems simple, but if you take this home, you're going
to realize that most people are not at one hundred
percent integrity level. They do not fulfill all their arrangements
or theirs, they don't keep the word, they don't bark
(28:02):
in the right place when people are not watching, they're
not actually being one hundred percent you know, complete people
with individual integrity. And so people realize that the results
are a direct consequence of their integrity with themselves, with
their family, with their society and the company. They start
(28:25):
to elevate their performance. And I have, you know, like
ten or twenty questions for every single one of this,
and I use it every now and then with the
business owners and excuse me, they realize that, well, I
don't think they have as much governance so we thought
we had. Because that's how you bring abstraction to you know,
(28:46):
real life. You know, the hard data is, you know,
how really honest you're being with your business partners, how
really transparent, how you're treating them all fairly and square
right then your folk because you're in the long term.
And finally, the fifth one, it's accountability, and accountability is
three hundred and sixty degrees. I make myself accountable, I
(29:08):
make other people accountable. You know, you promise you're going
to do this. What happened, and we don't have to
be nasty. I mean, if we have this in the
playing field and define this are the pillars that we
are going to work for now on. You're super free
to ask me and to demand from me accountability why
(29:29):
I'm not delivering on what I promised. So essentially, this
is the five concept that I use in governance.
Speaker 3 (29:39):
I want to comment on the integrity prince or pillar there, Carlos,
because I've seen this happen in several leaders that I've
been working with. I want in particular I'm working with
right now where the integrity pieces is a problem for
him and he doesn't really know it. Just said, this
has just been surfaced, and when I've come to understand
and talking to his team members is part of what's
(30:01):
happening there is he's not following through with what he
says he's going to do. And part of what I
believe is under that is he has the best intentions,
he does mean to follow through, but I believe and
what we'll be working on, is he doesn't have a
system to capture what he says he's going to do
for people. So he goes crazy fast through his busy
day and he has all these conversations and they there
(30:23):
are things exchanges and people are hanging on his words
because he's the big boss, and he says he's going
to do X or Y, and they're like, that's great,
I mean, that would really make a big difference. But
then he doesn't do it. Now, then there's this awkwardness
to come back and say, hey, you said you were
going to do this, which is tough. So part of
what will be working on is helping him create a
(30:43):
system where he can capture that in some way so
that he has something to reference at the end of
the day, you know, the week or whatever, and be
able to fulfill on very simple. But this is when
I've seen this happen over and over and trip up
leaders on the integrity front.
Speaker 4 (31:00):
Absolutely, And that's essentially governments. Right, you do what you promised, right,
if you track, you have processes, right, you have roles,
you have project management, you have dates, you have smart goals,
you have you know, plans, action plans. Other worlds becomes
just like communication wire right right.
Speaker 3 (31:23):
And so now of course let me just play that
the rest of that out, ladies and gentlemen. So now
imagine what that does for the level of trust in
the organization. People don't trust this leader. They like him,
they appreciate him, but they don't trust him, and so
now you've got a problem with with you know, how
things are getting trafficked in the organization, how they get communicated,
who's expected to do what? Yes, the governance. I like
(31:46):
how you just made that, really, Chris, Carlos, the self
governance is missing there. Okay, let's grab our last break.
We've been on air with Carlos Hoyas. He is a
senior executive, c suite leader and coach. He does business
around the world. He's based in Brazil, but does business
around the world. Who speaks English, Portuguese and Spanish. Well,
(32:06):
I'm your host, Doctor release Cortez. We've been talking about
the importance and some of the elements of self leadership.
After the break, we're going to talk a bit more
about the pillars of self leadership and then start talking
about how self leadership impacts and can influence cultural change
and transformation. We'll be right back.
Speaker 2 (32:39):
Doctor Elise Courtez is a management consultant specializing in meaning
and purpose. An inspirational speaker and author, she helps companies
visioneer for greater purpose among stakeholders and develop purpose inspired
leadership and meaning infused cultures that elevate fulfillment, performance and
commitment within the workforce. To learn more or to invite
at least to speak to your organization, please visit her
(33:01):
at elisecortes dot com. Let's talk about how to get
your employees working on purpose. This is Working on Purpose
with doctor Elise Cortes. To reach our program today or
to open a conversation with Elise, send an email to
Elise A. L Se at elisecortes dot com. Now back
(33:24):
to working on Purpose.
Speaker 3 (33:31):
Thanks for staying with us, and welcome back to working
on Purpose. I'm your host, doctor release Cortes. As you
know by now, this program is dedicated to empowering and
inspiring you along your journey to realize more of your potential.
If you want to learn more about how we can
work together and something about the Gusto Now Academy for
leaders and individuals on various journeys alike, whether it's manager
or leader, or C suite or others, you can go
(33:52):
to gustodesh now dot com and make your way to
the training tab and you will find the academy information.
We would love to have you join us if you
are just or in the program today with us. Today
is Carlos Hoyis. He is a senior seed level executive coach.
He and I are both Forbes Coaches Council members, and
we're talking today about self leadership and cultural transformation and change.
(34:14):
So now we have covered those five pillars of self governance, Carlos,
I would love to have you share at least a
few of the ten pillars of self leadership. We may
not need to go into all of them, but if
you have them at the ready, then as many as
you can cover, I think that would help our listeners
and viewers.
Speaker 4 (34:31):
Sure, I'll give you the brief overview of this and
that we can delve in some of them. Awesome, it
makes sense the history behind us. I wanted to have
clarity you in any given time or moment what they
needed to do to make progress towards my goals or
(34:53):
to have products or the few better. And how I
teach clients students on mentoring programs and training programs and
what is the next time right? And there's no rocket
science of this. Perhaps one or two we might strike
as different, but this is just and my experience of
(35:15):
what makes work for me and for my clients, and
it's just right. So perhaps not only pillars or steps.
The first thing is to be intentional, and then you
can get the purpose, the visionship, goal and why you
want that. Once your intention, when you get to a meeting,
when you seek to play with the kids, when you
(35:37):
start a new professional relationship, what is it's having the
vision clarity. Second is informational. It's got information to support
you going towards your goals or your vision, your purpose
because a lot of people have an idea and start
working on it without checking information background, and you can
get as heavy as you want to. You know, you
(35:59):
got a coach, training videos, podcasts, get information that we
will expand your mind to support you to get where
you want to go. And the third it is to
be intelligent, but of course not in the position of
being done, but it's strategically intelligent. It's create a plan
so I know what I want, why I want it,
(36:20):
I gather information and I create a plan. You know,
be intelligent about create a plan. Right. Fourth is become
intuitive on this sleep on, wait a little bit, on
this check if there's some misalignment internally, and there's a
lot of signs on this Heart Math Institute with a
(36:41):
lot of does and how expand intuition, all that stuff,
you know, the gut feeling, you know something that is
now right on this. I mean, just don't go against
your intuition. And I can tell you from a personal experience,
every single time that I ignored this internal red flex,
I got in trouble, every single one. Yeah, you know,
it's just and sometimes the intuition and the way do
(37:06):
I pray and meditate, I do, you know, breadth work
and what it comes is just like new ideas to
validate my plan, to improve my plan or remove things
from the plan. So I use that a lot. Sometimes
just cool to lead with an intention and I dream
about that thing or I wake up with an answer.
(37:26):
So I use this a lot. And there's a lot
of science all this. The fifth one is being peckable.
It means that you know you've got a plan, you
have a person to put energy on. This is acute.
The best way that you can Number six is implacable.
Whenever you find something that's a problematic thing, something is
not right, something it's a bad habit or whatever, get
(37:49):
rid of it. Right, it's just it's it's anything that's
your roadblock. Get rid of it. Of course, you know,
be honest with high values in this but gather rid
of anything that it's blocking, roule or if it's an organization,
anything that should not be there in the culture. You
have to be unblackable, ruthless, just gather rid of that,
(38:12):
not be the person, always love the human being the
confassionate about it. But the mistakes that cannot be repeated
doesn't make sense. Number seven is it's unshakable. That's the
only in English that is. It doesn't start with a
night because they give the eyes like tailors, you know, columns,
(38:32):
and the portugue is like that you're checkable, and that
means that having emotional intelligence to go through all the
highs and lows, all that journey. Then the way you
talk about values is being uncorruptible, being honest, ethical. I'll
(38:53):
say that you know, in general, that's easy enough to do.
And the major problem here is that people don't know
the value system. They don't have to crime what is
the most important thing. And a lot of people are successful,
they get burnt out and they don't know what they're
doing and why they're doing anymore. Right, So, being uncorruptible
(39:17):
is it really requires being intentional about what you want
and by the way, those things you know reinforce. If
you have to realize that something is broken you need
to fix it, then implackable you get Okay, So what's
my intention. I need to fix this. I need to
get more information so you're never end this. You can
have multiple things spawn in parallel on this. Then the
(39:40):
ninth one is it's being inspirational. Major difference between unshakable.
It's just like if you're operating this level, things will
bring you down. You have to go back to this
level to become inspirational to autorism for yourself. First you
have to go to the next level, just like how
you get energy, how you get in motion. I mean
(40:02):
you talked about before the you know the value, the
why return on investment on inspiration right and motivation. That's
how you get to the next level. Up to here,
I actually delivered, but now only like a super charging
less otherwise I won't be able to deliver it in
the next level. I don't even know how to do that.
So that's the idea of becoming inspiration or person and
(40:26):
these our self leadership to start with yourself, and after
you work with yourself, you work with others, right and Finally,
it's you know, we're not going to change over night.
That's gonna take time, and that's being incremental. So intentional, informational, intelligent,
strategically speaking, intuitive, impeccable, implacable, unshakable, uncorruptible, inspirational, and incremental.
Speaker 3 (40:53):
Sounds simple enough. It's hard, right in my opinion. I'm
just kidding, obviously, And I say that, ladies and gentlemen,
because I do want to situate strong leadership is really
hard work, and it's really hard self work, and that's
(41:13):
really what we want to be able to convey a
lot in this episode. And then I now want to
take it to the world of culture and culture change
and transformation and culture efficiency as well. You mentioned something
really important that I completely agree with me I couldn't agree.
I couldn't discribe with anything that you said in terms
of the ten pillars. But the idea of not being
(41:35):
connected to your values is so problematic, and I've discovered
in my leadership sessions Carlos and many people either really
haven't identified clearly what their top values are or they
have gotten a drift from them. And so I like
when you talk about how important you know, we talk
about strategies now to start to be able to bridge
(41:55):
self leadership with the kind of change in transformation that
you want to see in your organization. One of the
things that you talk about is the importance of aligning
your personal values with a corporate purpose and then of
course using the self governance from a model for sustainable change.
So let's dive into that a little bit because I
think that will help our listeners and viewers. Britt we've
been talking about here for the self leadership into now
(42:17):
how do I help affect change through myself and my
team For culture and change.
Speaker 4 (42:28):
I think from starts, I think either we want to
continue with the culture and we will find some deviation
from that, or we want the new culture right and
in I don't know, twenty seven years of work, professional works,
(42:50):
you know, working for other companies or working for myself,
I don't think I found one single example where the
culture culture is really stable one hundred percent has alignment that.
So the first thing is that getting to really know
the values of the organization or the culture of the organization,
(43:11):
if these values are really real or they are you know,
wishful thinking. Sometimes they're just wishful things. Sometimes they're in
the wall, they don't represent anything. So when I bring
the self leadership here, it's just like, what does that
mean to you when you have like a culture, for
(43:32):
example teamwork, because the culture is not something that survives
by itself. I mean, if you remove every single human
being from a company, the walls are not going to
keep the culture. Of course, the context, the environment, the technology,
(43:53):
the processes will support the culture. But the culture is
made by people. How they interact, how they communicate, how
they show up in the work, if they put lover
or not in what they are doing to their present
or not. That to me is in the very row terms,
that's what culture is like, how people interacted, things are spoken,
(44:15):
thanks are silently done. So when I start checking and
two major scenarios when I do with an executive or
a leader and the value system in some ways disconnected,
Just like, what does that mean to you that you
(44:35):
have a values not being respected by the company or
vice versa. And even specific examples, it's this acceptable to you?
Do you want to continue to work in this company?
Do you want to grow this company? How can you
merge your settle values with the values from the company.
How you can start adapting or for example, if you
(44:56):
work in a company it's so results focused and you're
just love celebration. How can you use celebration as a
byprogramm the things happen even if people don't tend to
celebrate a lot. This was a weird example just thinking
out a lout here. And the other side is when
I will correct with business owners and they want different results.
(45:21):
So I started working with the vision again being intentional.
What is the intention? Where do you want to go,
where you want to be, How you're going to remember
what results that you want In twenty thirty, for example,
you're looking a five year and then when it gets
to the culture, just okay, does your current culture support
(45:42):
this journey? Are you going to be in the top
of the mountain with this culture as saying no, so
what's the new culture? So with the entire you know,
reviewer rewiring and rewriting of the cultural code or purpose,
mission vision and values and values in my experience, is
the most tangible things, even that they seem like fluffy,
(46:07):
they are the most tangible things in day to day
operations because mission vision and purpose it's something that is
just it's in the time. But values you can see
them in action right away. So one work we do
is just how we detail these values like integrity as
(46:28):
specific examples and counter examples per type of work or
per division. And then of course the business owners or
the executives or leaders, they have to be the champions
of the values. They have to give example every single day.
And the reasons sometimes they don't value, they don't leave
(46:50):
their values is because they have internal misalign and that's
when we go back to the self issue. It's just
at the end of the day, it tends to be
the mirror all I'm not doing this and why I'm
not doing it and any bold.
Speaker 3 (47:08):
So beautiful, Carlos, I want to put a little small
bow on what you just said there and call back
to a previous episode that we had with doctor Carlos
Hore in Barcelona, Spain. Carlos has a whole practice and
he taught that and we now use as in Gusto
now as well, where once we have determined the purpose
of the organization, we can actually measure the experience of
that then using three questions, and that's really how the
(47:31):
leaders are living it. How is it showing up in
the everyday behaviors or your colleagues, and how do your
personal values align with the purpose. Therefore it activates you.
And when you do that, I think it's really really powerful.
Now you have a way to leverage and operationalize your
purpose in relation to your values, your mission, and your
vision and and your purpose statement. So I really applaud
(47:54):
the work that you're doing, and you've made it so
accessible for us today, Carlos, and I think we've opened
some hearts and today I hope listeners and viewers will
reach out to you. I'm going to give them how
to do that in just a second. But let me
give you an opportunity to close the conversation as you like,
saying about thirty seconds, what would you like to leave
lusteners and viewers with around the world.
Speaker 4 (48:16):
There is a song from Beatles that I love can
sing and it's called I Can but I won't sing
it here. Okay, All you need is love, but not
the musha musha love. It's like unconditional love, like parenthood love.
If you treat the clients with the love that you have,
(48:39):
like as a parent, not in the demonstrations a parent,
but you want the best for this human, then you
want the best for this company. You want the best
for the team. That's to me, it's unconditional love. And
sometimes you're going to be rejected in this process. Sometimes
people are not going to like you. But if you're
very clear on what you're doing and you show that
(49:00):
this is for the best, they're gonna do it. So
to me, it's just it's just loving yourself and loving people,
every single human being that you meet, and that to me,
are the basis for self leadership and for leadership and
for governments because you're if you really love people and companies,
(49:21):
you're not going to be doing miniocal work. You're going
to do the act of love. That's gonna be the
work of your life. Every single time.
Speaker 3 (49:31):
BILLI is a Carlos. It has been a great pleasure
to have you on Working on Purpose Prigadai and working
on Purpose in Prasier. Listeners and viewers, you are going
to want to learn more about Carlos and the work
that he does. You can check out two websites. He
is also on LinkedIn as well, but let me send
you first to his personal site. It's Carlos hoyas So
(49:53):
Carlos c A R l O s Hoyus is h
O y O s So Carlos Hoys dot com. He
his business leadership is Elite Leader Institute dot Com. Elite
Leader Institute dot com dot com. Last week, if you
missed the live show, you can always catch up your
recorded podcast wherever you get your podcasts. We will see
you next week for another nurturing and inspiring conversation featuring
(50:15):
another thought leader. And remember that work is one of
the best adventures and means of realizing our potential and
making the impact we crave and can give us the
opportunity to do business in a way that betters the world.
So let's work on Purpose.
Speaker 2 (50:30):
We hope you've enjoyed this week's program. Be sure to
tune into Working on Purpose featuring your host, doctor Elise Cortes,
each week on W four CY. Together we'll create a
world where business operates conscientiously, leadership inspires and passion performance
and employees are fulfilled in work that provides the meaning
and purpose they crave. See you there, Let's work on Purpose.
The topics and opinions express in the following show are
solely those of the hosts and their guests, and not
those of W FOURCY Radio. It's employees are affiliates. We
make no recommendations or endorsements for radio show programs, services,
or products mentioned on air or on our web. No
liability explicitor implies shall be extended to W FOURCY Radio
or its employees are affiliates. Any questions or comments should
be directed to those show hosts. Thank you for choosing
(00:21):
W FOURCY Radio.
Speaker 2 (00:28):
What's working on Purpose? Anyway? Each week we ponder the
answer to this question. People ache for meaning and purpose
at work, to contribute their talents passionately and know their
lives really matter. They crave being part of an organization
that inspires them and helps them grow into realizing their
highest potential. Business can be such a force for good
in the world, elevating humanity. In our program, we provide
(00:51):
guidance and inspiration to help usher in this world we
all want working on Purpose. Now here's your host, Doctor
Elise quartet Es.
Speaker 3 (01:05):
Welcome back to the Working and Purpose Program, which has
been brought to you with passion and pride since February
of twenty fifteen. Thanks toning it in this week. Great
to have you. I'm your host, Doctor Release Cortes. If
we've not met before, you don't know me. I'm a
workforce advisor, organizational psychologist, management consultant, lago therapists, speaker and author.
My team and I at gusto Now help companies enliven
and fortify their operations by building a dynamic, high performance culture,
(01:28):
inspirational leadership, and nurturing managers activated by meeting and purpose.
Many organizations are not aware of how critical it is
to invest in developing their leaders and managers not just
for their own effectiveness, but also to avoid burnout and
keep them fulfilled. And did you know that inspired employees
outperform their satisfied peers by a factor of two point
twenty five to one. In other words, inspiration is good
(01:51):
for the bottom line. You can learn more about how
we can work together at gustoudshnow dot com or my
personal site at least Coortes dot com. Getting in today's
program we had with us today Carlos Hoyas. He's a
senior Global Sea level executive coach Forbes Coaches Council Member
Business Advisor, podcast host and author, among many other things.
He and I met in the Forbes Coaches Council. That's
(02:13):
how we knew each other. He comes to us today
from Campinus in the state of San Paulo, Brazil. Carlos
A hearty welcome to Working on Purpose, Bean Bindo A
Working in Purpose.
Speaker 4 (02:24):
Wow. Thank you very much, you know'll bi lingu and everything.
Such a privilege to be here. It was one of
the great gifts to be in the Forbes Coaches Council
is to know amazing people such as yourself. So I'm
here to serve. Thanks for being the.
Speaker 3 (02:39):
Show, absolutely, Carlos, and I appreciate that the Council attracts
people from all over the world, which is part of
the reason that I wanted to be involved in it
as well. And I want to celebrate that you work,
do your podcast, write books, speak in English, Portuguese and Spanish,
and your your websites are in English, Spanish and Portuguese.
(02:59):
I just think that's fantastic. Those are the languages that
I traffic in as well, not as strongly as you,
of course, but having lived in Brazil, that's of course
where I got my love for Portuguese.
Speaker 4 (03:11):
Thank you here.
Speaker 3 (03:12):
Welcome. So today, listeners of viewers, what we're talking about
is Carlos's ideas around what you call self leadership. We're
going to talk a good bit about that, help people
understand that and enroll you in that concept, and then
really how it relates to how you can build and
transform culture. So that's the folks of today's of today's conversation.
(03:34):
And I wanted to start with what each of us
tend to find when we open a conversation. Somebody calls
us and they have a problem in their business they're
trying to solve, and we have a conversation. And almost
every time when you walk into a conversation, you hear
some similar refrains. So let's talk about the four questions
that you tend to pause and ask people that who
(03:57):
think they want to work with you, who think that
you can help them, what are those questions?
Speaker 4 (04:02):
So then I like how we start with this, because
that's how we start most of the conversations and businesses,
and I do this. I asked these four questions not
only with executive coaching programs, but also with advisory because
people typically want the change, but they do not want
(04:24):
to become responsible for the chains, and after hitting my
head against the wall so many times and getting frustrated,
you know, there has to be a way to filter
a little bit better this process, Right, So I came
up with those questions. I probably didn't create any of this.
I just you know, learned and started accumulating. And when
(04:47):
I realize things, we're not really going to be effective.
I want to make sure that we're stumbling on that.
So the first question is, and I ask people in general,
do you believe that in order for you to get
the results that you're looking for business, company, or division,
you actually need to change? And that gives me the
(05:10):
perception if the person has self awareness or maturity to
understand that the person is part of the change, she
needs to change first. So typically people say yeah, yeah, yeah,
of course I need to change. Right. So the second
question is do you believe that you actually can change?
And amazingly, some people get stuck on well, I'm kind
(05:33):
of too old for that, and they cannot change. So
I expect other people will receive me or will just adapt.
That's not very common, but every now and then happens,
and then you know, a little bit of there science,
their plasticity or genesis, and the person while yeah, and
actually I've been changing over the years, so that's uncommon,
(05:54):
but sometimes it still happens. Third question is, well, are
you open to to be part of this change in
this process, And that is when I start commuting to
dividing people that are interesting to work with, and it's
going to be really a hard time to work. And
I actually have cases as well that people that know
(06:15):
I'm not willing to change, I don't want to say so,
so whenever I get to know if I'm not able
to influence the person. But typically the third question, this
thirst version. The person's really stuck to say, I can't
help you. I'm sorry, I cannot help you because you're
agree with me already that you need to change to
get the results that you can change, but you're not
(06:38):
conscious that or you're not aware that you are open
for the change. And the fourth question is just like
make it you break it. Are you committed to the
process of getting results and that will include you to
change until you get a results right the context that
we are on, which is consequence of who we are
(07:02):
or how to impact the environment. And I learned this
in troublesome ways in the past, so I understood that
if I really want to get some change, I have
to be committed to the glory and you know, the
painful parts of the process, that ups and downs are
going up to the mountain, and sometimes I hate the process.
(07:25):
So if I'm not really committed to the process, I'm
not going to get the results. So expect the same
thing from my clients, and that time, depending on the client.
If you see some more resistant to this, it's just
like and you know, self pilot, it's just like yeah, yeah, yeah, yeah,
say no, but you understand this is going to be hard.
You understand sometimes you're going to love me and sometimes
(07:46):
you're going to hate me. I would say, you know,
I do this with you know, my heart full of
love because I want the best for you in your company.
But sometimes you might not want to hear what I
have to say. So unless you're fully committed to this process,
I don't want to play with this. I don't want
to be part of this because I want people that
are fully engaged on this. So these are my you know,
(08:10):
four quick questions that once I get you know, all
green lines and people are really aware of does they
understand the game and they already committed to the process.
Speaker 3 (08:22):
Great way to kick things at Carlos. Now let's get
Let's go back to question three because I think the
important for our listeners and viewers to maybe self identify
here what they might be thinking about, even if they
give a yes answer to are you open to change?
I'm going to see the couple and then I would
love for you to fill in some I can imagine
that when you ask people are you open to change?
(08:43):
And the answer is no, then part of what could
be in of that is I could have imagined. And
I do hear leaders say this is not my problem.
It's what happens is we have to get these people
motivated to work. We've got to change their mindsets about
how they're relating to work. And you know, how does
they think work should be done around here? That's the problem.
And so they're identifying outside of themselves as and attributing
(09:07):
what needs to be changed to something outside of themselves.
And what else do you hear when people are saying
that they're not really open to change?
Speaker 4 (09:15):
This is pretty much it. But you know, after a
while you see what people say. But to realize when
people are not really meaning that, right, So this is
like the quig questions and the top on the surface,
but some of those questions and answers they derive on
(09:40):
under self discussions because people say, well, I'm eager to change,
but my team has to change first, or it's sort
likes conditional change, and the thing, the whole thing is
just like, okay, so what's your role in this organization?
Are you going to be the driving force of this
or you're just you know, I don't necessarily use this word.
(10:02):
You're like a victim or a martyr of what happens
to you in other words, or your cause or the
effect of what's going on, right, And some examples that
I like to use is just I mean, it's what's
your real impact on people? Perhaps people are not changing
because they don't know how to change it, or perhaps
people are afraid of changing, or perhaps you don't really
(10:25):
know what to expect from you. So for example, if
I come here, I'm not prepared, like in a T shirt,
or it just oh my gosh, we have, you know,
an interview now and I'm going to improvise things, or
I'm not really one hundred percent present here with you
you're going to notice this, So my impact is really negative.
(10:45):
And if I continue to do this, I'm going to
be having a horrible reputation. So it really depends on
how the person answers this and the convictions on this
that we can explore this and I guess and it
doesn't take a lot of time to people are reopen
(11:05):
that it's not really curious about changing that you realize, Yeah, yeah,
definitely to change that. Yeah, yeah, yeah, I'm open to change.
I have changing the past. Yeah, I see that now. Right.
For example, if I have a bad relationship like my home,
I have to do something so they react back in
(11:27):
a different way. So you have had a positive impact,
they're going to react back. I'm sure I answer your question.
But this are some reflections that I have in displaying.
Speaker 3 (11:37):
Yeah, that really helps, I think helps our listeners and
viewers kind of get into the mental state of what
this conversation is really about and connect with it. I
want to say two other things are that really quick, Carlos.
One other thing that I also think that we here
with when we're working with leaders who are wanting to
put results for their business, is they say, well, it's
this change isn't really about me. The problem is is
this last younger generation they just don't want to work.
(12:00):
We find up the generational throw under the bus is
all over the place now. There are at least five
generations in the workplace now, and they all have different motivations,
different values for working, different desires for where they are
in life, et cetera. And so part of the opportunity,
of course, as we know as leaders, is to be
able to find a way to activate that and meet
them where they are, to be able to inspire them
(12:21):
to perform at their best. And so I think I
think important that we call that one out because I
know you have to hear it as much as I do,
the generational complaint about why things really aren't changing or
working around here. Yeah, that's the first thing. The second
thing I was going to say about what you just
said that I love about our work, and I know
you have to get this as well, is because our
(12:43):
work requires working intantly with our leaders, and we are
getting deep into their lives and their mindsets and how
they're thinking about themselves, how they're relating to other people.
One of the most cherished aspects for me, and it
doesn't happen a ton of the time is when I
get the call or the email from the spouse saying
whatever you're doing, thank you, because it's coming home within
(13:04):
this or her as well. Right, Okay, well let's go
onto this next bit here. I really listeners and viewers.
Carlos has many articles published on Forbes Coaching Coaches Counsel.
I highly recommend you check them out. One of the
other that I checked out there that I thought was
really interesting, You've got an article on the three axes
(13:25):
that guide transformation, and of course one of those is
self leadership, which we're talking about and will continue to
talk about in different ways here as we go, leadership
and governments. If you could introduce each of those three,
we'll talk more about them after our first break, but
if you could at least queue up those three axes
to guide transformation for us.
Speaker 4 (13:46):
The basis for this is that most effective executives later
business owners, they are multi dimensional. They don't have, like
the proverbio, have a harm or sartain thing it's on
nail and the standard different things that they have to
operate on. So I initially work with you know, leadership
(14:06):
and management. Right, So in a very simple terms. Leadership
is connecting with the heart, efficient to the other people, right,
and management is getting to the numbers. But management it's
not enough when you consider a broader spectrum. So that's
why I talked about governments, and I know we're going
(14:30):
to talk about this, but governess is just a set
of principles, rules, structure, organisms and processes that provide longevity
for the business, adds value and protect the business owners
and all the stakeholders. So includes management and includes a
lot of other things. And there's some systematics on this.
(14:52):
Self leadership became really apparent to me when I realized
that it doesn't really matter the content that people are on,
the technology, the processes, all the certifications. This all comes
down to ability of the person to self believe, to
self guide, and to change. And you can replace self
(15:17):
leadership as self mastery. So this is of been a
perpetual process in my head, and of course writing and
improving this understand Okay, at a given point, what is
the key parameter that needs to be changed now or
what is the acts that we need to put effort on?
(15:40):
In other words, other things you automatically derived from that,
and typically self leadership is the starting point. That's why
I have, you know, put so much effort on working
on this, writing a books and self leadership, writing lots
of articles on this, and essentially, once the person knows
where he wants to gad and has a clear vision purpose,
(16:04):
you know, work on purpose. Everything else you just derived
from that. Hopefully that was a.
Speaker 3 (16:09):
Good absolutely, thank you, Carlos. That's a perfect way to
really situate more of the breadth of the work that
you do and what we're going to talk about. We'll
grab our first break. I Alice Court as your host
with an You with Carlos Hoyas. He is a senior
global C level business and executive coach and a Forbes
Coaches Council member. We have been talking a bit about
(16:31):
the notion of the importance of change and transformation and
starting to talk about self leadership. After the break, we're
going to delve more deeply into self leadership. We'll be
right back.
Speaker 2 (16:55):
Doctor Elise Court haz is a management consultant specializing in
meaning and purpose. An inspirational speaker and author. She helps
companies visioneer for greater purpose among stakeholders and develop purpose
inspired leadership and meaning infused cultures that elevate fulfillment, performance
and commitment within the workforce. To learn more or to
invite Alease to speak to your organization, please visit her
(17:17):
at elisecortes dot com. Let's talk about how to get
your employees working on purpose. This is Working on Purpose
with doctor Elise Cortes. To reach our program today or
to open a conversation with Elise, send an email to
Elise A. Lse at eliscortes dot com. Now back to
(17:41):
working on Purpose.
Speaker 3 (17:47):
Thanks for staying with us, and welcome back to working
on Purpose. I'm your host, doctor Elise Cortes. So I'm
dedicated to helping create a world where organizations thrive because
they're people thrive. They're led by inspirational leaders that help
them find and contribute their greatness and with your business
in a way that betters the world. I keep researching
and writing my own books. So one of the latest
came out. It's called The Great Revitalization. How activating meaning
(18:08):
and purpose can radically and liven your business. And I
order to help leaders understand the nature of today's workplace.
They're very diverse and they're very discerning. What do they
want to mean from work? In order to give their
best and want to stay, and then I provide twenty
two best practices to equip you to provide it for
them in your leadership and your culture. You can find
my books on Amazon or or my personal site at
(18:30):
least qure test dot com if you are just now
joining us. My guest is Carlos Hoyas. He is a
senior level global level executive coach. He is based in Brazil,
any does business around the world. So let's peel back
more on this notion of self leadership. There's so many
layers that we could get to here, and before we
do that, I want to situate something that you talk
(18:51):
about that I think is critical and it's something that
unfortunately all of us fall prey to. And it's this
idea of when we confuse the symptom with root. And
so when we're talking, like you know, we're talking about
maybe a team issue, a leader is saying, you know,
the teams start performing, they're not innovating, and they're not
working together, they're complaining all the time, whatever it is.
(19:12):
And what you say is what appears to be a
performance issue is actually a leadership blind spot.
Speaker 4 (19:19):
Yeah, pretty much. That's that's essentially what I found in
twenty five years plus as a leader in which a
geography is more to language teams and twelve years of
practice as as that can coach. You just have to
(19:40):
bring up a mirror and say, you know, this is
this is where you have to start working on. And
once you start working on, everything else is a consequence.
Speaker 3 (19:49):
Do you have an example of like you know, so
that our listeners and viewers can relate to that idea
of let's say they're coming to you and they're maybe
they're exasperated and what is that blind spot? You were
able to help them see.
Speaker 4 (20:03):
I don't think I have a single client that we
haven't worked directly, indirectly, consciously or unconsciously on their self leadership.
But the things that you just can you start talking
is just remember it was the founder of a company
and it was like a meat size company. They were exporting,
(20:25):
their growing, their booming, and they want to get to
the next level. The times, yeah we need to get
to the next level. It to ok take a team
and all that stuff, and very simple questions say, okay,
where do you see yourself in three to five years?
And it's striking because most of people don't have that
sort of vision, and whenever we think about leadership, we
(20:48):
think about leading others. How am I able to lead
others if I don't exude the confidence the gravity that
I know where I'm going to And that was the
key reason why his own executive founder moved. A millionaire
(21:09):
couldn't let go from three roles he was holding in
his current position from that time. Then he realized, if
you don't have a clear vision of what you were
going to do in a few years, you were stuck
in your past identity. You keep on repeating yourself in
this identity. And that to me was just surprising. It
(21:35):
It was so obvious to me, But when it became
obvious to him, it's see things start to change, so
so powerful.
Speaker 3 (21:44):
It's such a privilege, isn't it, Carlos, to be able
to do this kind of very intimate work with people,
and it does require them to trust us and to
be vulnerable with us, and I really appreciate that. And
then getting to see the results when they do start
to that, the AHAs go off and there and then
they start to change their behavior the way the relating
(22:04):
to their people and they get different results. Just the
most rewarding thing, and I to that end really appreciate
how crisply you talk and your articles and in your
work you have. You have a list here of ten
pillars of self leadership, and you also have five pillars
of self governance. I want to talk about both. Which
one makes the most sense to talk about first?
Speaker 4 (22:27):
I think we can talk about governance. I think it's
going to be quicker. I didn't grade five these five
principles of governess. I just once I got my certification
UH as a board member and start working at the
board level and training future board members at the mindset level.
(22:49):
And right now most of my work is for mid
sized companies to have a board right structure board. I
work with governance and why do we allow? And I
do a lot of reflection this. I like to get
to content which is really good in one area and
start thinking how can I apply this to many other areas.
(23:10):
So when I think about the pillers of governance, these
are also pillars of self governance or self leadership, and
essentially they are sustainability or longevity. You're actually thinking in
the long term, So the decisions should not be done
strictly for the short term. I think, of course, somebody
(23:31):
is hard. You need to take this person to emergency room,
but you can patch this person to survive the next
few minutes, or of fixing this person for life. Right.
So essentially it just always have this long term vision
and it's amazing if you just apply that and every
(23:52):
single day with a business owner and an executive, they
start to change because they realize that they're so react too.
I mean, this is this is basic neuroscience. And you
know when say, neuroscience seems a very complicated thing, but
you know, fear accelerates people. And when people are accelerated,
(24:14):
they have ortisome the most effective people leaders. They are
not brushing, they are not running for one thousand different things.
Do You're just precise. They prioritize, they understand what really
is the thing that moves the needle, and that is
(24:37):
long term thinking.
Speaker 3 (24:38):
Right.
Speaker 4 (24:38):
So the second thing is equity and inequities. It's it's
been just at the proper level. It's it's sort of
a fairness, but it's not treating everybody equals because you
cannot treat the CEO or you cannot reward the CEO
(24:58):
the same way we're going to reward a first line
manager it's different different responsibilities. But when you work with equity,
people have different responsibilities, they have different charges, different levels
of pressure, and of course different rewards. So when you
think about a business, you think about all the possibive stakeholders.
(25:21):
You can definitely have to work properly in a just way,
in an equital way is that it is a word
with all different stakeholders. And again, if you only do that,
and you start thinking, how I'm treating my significant ord
I'm treating my son, my daughter different ages, right, one
(25:46):
is twenty one on the other seven, how I treat
my employees at home? How I treat my subordinates company?
And you're going to struct to understand that you're not
going to give time the same amount of time to everyone.
And when you bring this to you to work, not
not only home, you actually start changing not only the
(26:11):
did the right relationship, but this encompasses the entire culture
of the company. The third quality of this and this,
by the way, I didn't mention this, but this comes
from later to govern as achieve. It's you know, Brazilian
Governance Institute, right, something like that in free translation, So
(26:35):
we're using them, right. So the third thing is transparency.
It's just that is related with compliance. But if you
do things, if you tell people what to do, but
we tell them, we don't explain them why what's going on,
the relevance of that our communications really shallow. Yeah, and
(26:59):
people start to doubt you. And again it's just be transparent.
You know, you know, you don't know, you don't know,
it's it's okay. And if you cannot tell people because
it's confidential, you know, just it's a needed to know basis.
I would love to tell what's going on. You're probably
going to know in a few weeks, but right now
(27:19):
it's classified. And be transparent of all the things that
cannot be transparent, and people will start trusting you a
lot more when you do that. And again, you can
do this in a personal life, in a professional life,
and a business life, for government, for management and opening
our business. That's why the fourth one is integrity, right
(27:40):
to the right thing, be honest. I mean, that's it
seems simple, but if you take this home, you're going
to realize that most people are not at one hundred
percent integrity level. They do not fulfill all their arrangements
or theirs, they don't keep the word, they don't bark
(28:02):
in the right place when people are not watching, they're
not actually being one hundred percent you know, complete people
with individual integrity. And so people realize that the results
are a direct consequence of their integrity with themselves, with
their family, with their society and the company. They start
(28:25):
to elevate their performance. And I have, you know, like
ten or twenty questions for every single one of this,
and I use it every now and then with the
business owners and excuse me, they realize that, well, I
don't think they have as much governance so we thought
we had. Because that's how you bring abstraction to you know,
(28:46):
real life. You know, the hard data is, you know,
how really honest you're being with your business partners, how
really transparent, how you're treating them all fairly and square
right then your folk because you're in the long term.
And finally, the fifth one, it's accountability, and accountability is
three hundred and sixty degrees. I make myself accountable, I
(29:08):
make other people accountable. You know, you promise you're going
to do this. What happened, and we don't have to
be nasty. I mean, if we have this in the
playing field and define this are the pillars that we
are going to work for now on. You're super free
to ask me and to demand from me accountability why
(29:29):
I'm not delivering on what I promised. So essentially, this
is the five concept that I use in governance.
Speaker 3 (29:39):
I want to comment on the integrity prince or pillar there, Carlos,
because I've seen this happen in several leaders that I've
been working with. I want in particular I'm working with
right now where the integrity pieces is a problem for
him and he doesn't really know it. Just said, this
has just been surfaced, and when I've come to understand
and talking to his team members is part of what's
(30:01):
happening there is he's not following through with what he
says he's going to do. And part of what I
believe is under that is he has the best intentions,
he does mean to follow through, but I believe and
what we'll be working on, is he doesn't have a
system to capture what he says he's going to do
for people. So he goes crazy fast through his busy
day and he has all these conversations and they there
(30:23):
are things exchanges and people are hanging on his words
because he's the big boss, and he says he's going
to do X or Y, and they're like, that's great,
I mean, that would really make a big difference. But
then he doesn't do it. Now, then there's this awkwardness
to come back and say, hey, you said you were
going to do this, which is tough. So part of
what will be working on is helping him create a
(30:43):
system where he can capture that in some way so
that he has something to reference at the end of
the day, you know, the week or whatever, and be
able to fulfill on very simple. But this is when
I've seen this happen over and over and trip up
leaders on the integrity front.
Speaker 4 (31:00):
Absolutely, And that's essentially governments. Right, you do what you promised, right,
if you track, you have processes, right, you have roles,
you have project management, you have dates, you have smart goals,
you have you know, plans, action plans. Other worlds becomes
just like communication wire right right.
Speaker 3 (31:23):
And so now of course let me just play that
the rest of that out, ladies and gentlemen. So now
imagine what that does for the level of trust in
the organization. People don't trust this leader. They like him,
they appreciate him, but they don't trust him, and so
now you've got a problem with with you know, how
things are getting trafficked in the organization, how they get communicated,
who's expected to do what? Yes, the governance. I like
(31:46):
how you just made that, really, Chris, Carlos, the self
governance is missing there. Okay, let's grab our last break.
We've been on air with Carlos Hoyas. He is a
senior executive, c suite leader and coach. He does business
around the world. He's based in Brazil, but does business
around the world. Who speaks English, Portuguese and Spanish. Well,
(32:06):
I'm your host, Doctor release Cortez. We've been talking about
the importance and some of the elements of self leadership.
After the break, we're going to talk a bit more
about the pillars of self leadership and then start talking
about how self leadership impacts and can influence cultural change
and transformation. We'll be right back.
Speaker 2 (32:39):
Doctor Elise Courtez is a management consultant specializing in meaning
and purpose. An inspirational speaker and author, she helps companies
visioneer for greater purpose among stakeholders and develop purpose inspired
leadership and meaning infused cultures that elevate fulfillment, performance and
commitment within the workforce. To learn more or to invite
at least to speak to your organization, please visit her
(33:01):
at elisecortes dot com. Let's talk about how to get
your employees working on purpose. This is Working on Purpose
with doctor Elise Cortes. To reach our program today or
to open a conversation with Elise, send an email to
Elise A. L Se at elisecortes dot com. Now back
(33:24):
to working on Purpose.
Speaker 3 (33:31):
Thanks for staying with us, and welcome back to working
on Purpose. I'm your host, doctor release Cortes. As you
know by now, this program is dedicated to empowering and
inspiring you along your journey to realize more of your potential.
If you want to learn more about how we can
work together and something about the Gusto Now Academy for
leaders and individuals on various journeys alike, whether it's manager
or leader, or C suite or others, you can go
(33:52):
to gustodesh now dot com and make your way to
the training tab and you will find the academy information.
We would love to have you join us if you
are just or in the program today with us. Today
is Carlos Hoyis. He is a senior seed level executive coach.
He and I are both Forbes Coaches Council members, and
we're talking today about self leadership and cultural transformation and change.
(34:14):
So now we have covered those five pillars of self governance, Carlos,
I would love to have you share at least a
few of the ten pillars of self leadership. We may
not need to go into all of them, but if
you have them at the ready, then as many as
you can cover, I think that would help our listeners
and viewers.
Speaker 4 (34:31):
Sure, I'll give you the brief overview of this and
that we can delve in some of them. Awesome, it
makes sense the history behind us. I wanted to have
clarity you in any given time or moment what they
needed to do to make progress towards my goals or
(34:53):
to have products or the few better. And how I
teach clients students on mentoring programs and training programs and
what is the next time right? And there's no rocket
science of this. Perhaps one or two we might strike
as different, but this is just and my experience of
(35:15):
what makes work for me and for my clients, and
it's just right. So perhaps not only pillars or steps.
The first thing is to be intentional, and then you
can get the purpose, the visionship, goal and why you
want that. Once your intention, when you get to a meeting,
when you seek to play with the kids, when you
(35:37):
start a new professional relationship, what is it's having the
vision clarity. Second is informational. It's got information to support
you going towards your goals or your vision, your purpose
because a lot of people have an idea and start
working on it without checking information background, and you can
get as heavy as you want to. You know, you
(35:59):
got a coach, training videos, podcasts, get information that we
will expand your mind to support you to get where
you want to go. And the third it is to
be intelligent, but of course not in the position of
being done, but it's strategically intelligent. It's create a plan
so I know what I want, why I want it,
(36:20):
I gather information and I create a plan. You know,
be intelligent about create a plan. Right. Fourth is become
intuitive on this sleep on, wait a little bit, on
this check if there's some misalignment internally, and there's a
lot of signs on this Heart Math Institute with a
(36:41):
lot of does and how expand intuition, all that stuff,
you know, the gut feeling, you know something that is
now right on this. I mean, just don't go against
your intuition. And I can tell you from a personal experience,
every single time that I ignored this internal red flex,
I got in trouble, every single one. Yeah, you know,
it's just and sometimes the intuition and the way do
(37:06):
I pray and meditate, I do, you know, breadth work
and what it comes is just like new ideas to
validate my plan, to improve my plan or remove things
from the plan. So I use that a lot. Sometimes
just cool to lead with an intention and I dream
about that thing or I wake up with an answer.
(37:26):
So I use this a lot. And there's a lot
of science all this. The fifth one is being peckable.
It means that you know you've got a plan, you
have a person to put energy on. This is acute.
The best way that you can Number six is implacable.
Whenever you find something that's a problematic thing, something is
not right, something it's a bad habit or whatever, get
(37:49):
rid of it. Right, it's just it's it's anything that's
your roadblock. Get rid of it. Of course, you know,
be honest with high values in this but gather rid
of anything that it's blocking, roule or if it's an organization,
anything that should not be there in the culture. You
have to be unblackable, ruthless, just gather rid of that,
(38:12):
not be the person, always love the human being the
confassionate about it. But the mistakes that cannot be repeated
doesn't make sense. Number seven is it's unshakable. That's the
only in English that is. It doesn't start with a
night because they give the eyes like tailors, you know, columns,
(38:32):
and the portugue is like that you're checkable, and that
means that having emotional intelligence to go through all the
highs and lows, all that journey. Then the way you
talk about values is being uncorruptible, being honest, ethical. I'll
(38:53):
say that you know, in general, that's easy enough to do.
And the major problem here is that people don't know
the value system. They don't have to crime what is
the most important thing. And a lot of people are successful,
they get burnt out and they don't know what they're
doing and why they're doing anymore. Right, So, being uncorruptible
(39:17):
is it really requires being intentional about what you want
and by the way, those things you know reinforce. If
you have to realize that something is broken you need
to fix it, then implackable you get Okay, So what's
my intention. I need to fix this. I need to
get more information so you're never end this. You can
have multiple things spawn in parallel on this. Then the
(39:40):
ninth one is it's being inspirational. Major difference between unshakable.
It's just like if you're operating this level, things will
bring you down. You have to go back to this
level to become inspirational to autorism for yourself. First you
have to go to the next level, just like how
you get energy, how you get in motion. I mean
(40:02):
you talked about before the you know the value, the
why return on investment on inspiration right and motivation. That's
how you get to the next level. Up to here,
I actually delivered, but now only like a super charging
less otherwise I won't be able to deliver it in
the next level. I don't even know how to do that.
So that's the idea of becoming inspiration or person and
(40:26):
these our self leadership to start with yourself, and after
you work with yourself, you work with others, right and Finally,
it's you know, we're not going to change over night.
That's gonna take time, and that's being incremental. So intentional, informational, intelligent,
strategically speaking, intuitive, impeccable, implacable, unshakable, uncorruptible, inspirational, and incremental.
Speaker 3 (40:53):
Sounds simple enough. It's hard, right in my opinion. I'm
just kidding, obviously, And I say that, ladies and gentlemen,
because I do want to situate strong leadership is really
hard work, and it's really hard self work, and that's
(41:13):
really what we want to be able to convey a
lot in this episode. And then I now want to
take it to the world of culture and culture change
and transformation and culture efficiency as well. You mentioned something
really important that I completely agree with me I couldn't agree.
I couldn't discribe with anything that you said in terms
of the ten pillars. But the idea of not being
(41:35):
connected to your values is so problematic, and I've discovered
in my leadership sessions Carlos and many people either really
haven't identified clearly what their top values are or they
have gotten a drift from them. And so I like
when you talk about how important you know, we talk
about strategies now to start to be able to bridge
(41:55):
self leadership with the kind of change in transformation that
you want to see in your organization. One of the
things that you talk about is the importance of aligning
your personal values with a corporate purpose and then of
course using the self governance from a model for sustainable change.
So let's dive into that a little bit because I
think that will help our listeners and viewers. Britt we've
been talking about here for the self leadership into now
(42:17):
how do I help affect change through myself and my
team For culture and change.
Speaker 4 (42:28):
I think from starts, I think either we want to
continue with the culture and we will find some deviation
from that, or we want the new culture right and
in I don't know, twenty seven years of work, professional works,
(42:50):
you know, working for other companies or working for myself,
I don't think I found one single example where the
culture culture is really stable one hundred percent has alignment that.
So the first thing is that getting to really know
the values of the organization or the culture of the organization,
(43:11):
if these values are really real or they are you know,
wishful thinking. Sometimes they're just wishful things. Sometimes they're in
the wall, they don't represent anything. So when I bring
the self leadership here, it's just like, what does that
mean to you when you have like a culture, for
(43:32):
example teamwork, because the culture is not something that survives
by itself. I mean, if you remove every single human
being from a company, the walls are not going to
keep the culture. Of course, the context, the environment, the technology,
(43:53):
the processes will support the culture. But the culture is
made by people. How they interact, how they communicate, how
they show up in the work, if they put lover
or not in what they are doing to their present
or not. That to me is in the very row terms,
that's what culture is like, how people interacted, things are spoken,
(44:15):
thanks are silently done. So when I start checking and
two major scenarios when I do with an executive or
a leader and the value system in some ways disconnected,
Just like, what does that mean to you that you
(44:35):
have a values not being respected by the company or
vice versa. And even specific examples, it's this acceptable to you?
Do you want to continue to work in this company?
Do you want to grow this company? How can you
merge your settle values with the values from the company.
How you can start adapting or for example, if you
(44:56):
work in a company it's so results focused and you're
just love celebration. How can you use celebration as a
byprogramm the things happen even if people don't tend to
celebrate a lot. This was a weird example just thinking
out a lout here. And the other side is when
I will correct with business owners and they want different results.
(45:21):
So I started working with the vision again being intentional.
What is the intention? Where do you want to go,
where you want to be, How you're going to remember
what results that you want In twenty thirty, for example,
you're looking a five year and then when it gets
to the culture, just okay, does your current culture support
(45:42):
this journey? Are you going to be in the top
of the mountain with this culture as saying no, so
what's the new culture? So with the entire you know,
reviewer rewiring and rewriting of the cultural code or purpose,
mission vision and values and values in my experience, is
the most tangible things, even that they seem like fluffy,
(46:07):
they are the most tangible things in day to day
operations because mission vision and purpose it's something that is
just it's in the time. But values you can see
them in action right away. So one work we do
is just how we detail these values like integrity as
(46:28):
specific examples and counter examples per type of work or
per division. And then of course the business owners or
the executives or leaders, they have to be the champions
of the values. They have to give example every single day.
And the reasons sometimes they don't value, they don't leave
(46:50):
their values is because they have internal misalign and that's
when we go back to the self issue. It's just
at the end of the day, it tends to be
the mirror all I'm not doing this and why I'm
not doing it and any bold.
Speaker 3 (47:08):
So beautiful, Carlos, I want to put a little small
bow on what you just said there and call back
to a previous episode that we had with doctor Carlos
Hore in Barcelona, Spain. Carlos has a whole practice and
he taught that and we now use as in Gusto
now as well, where once we have determined the purpose
of the organization, we can actually measure the experience of
that then using three questions, and that's really how the
(47:31):
leaders are living it. How is it showing up in
the everyday behaviors or your colleagues, and how do your
personal values align with the purpose. Therefore it activates you.
And when you do that, I think it's really really powerful.
Now you have a way to leverage and operationalize your
purpose in relation to your values, your mission, and your
vision and and your purpose statement. So I really applaud
(47:54):
the work that you're doing, and you've made it so
accessible for us today, Carlos, and I think we've opened
some hearts and today I hope listeners and viewers will
reach out to you. I'm going to give them how
to do that in just a second. But let me
give you an opportunity to close the conversation as you like,
saying about thirty seconds, what would you like to leave
lusteners and viewers with around the world.
Speaker 4 (48:16):
There is a song from Beatles that I love can
sing and it's called I Can but I won't sing
it here. Okay, All you need is love, but not
the musha musha love. It's like unconditional love, like parenthood love.
If you treat the clients with the love that you have,
(48:39):
like as a parent, not in the demonstrations a parent,
but you want the best for this human, then you
want the best for this company. You want the best
for the team. That's to me, it's unconditional love. And
sometimes you're going to be rejected in this process. Sometimes
people are not going to like you. But if you're
very clear on what you're doing and you show that
(49:00):
this is for the best, they're gonna do it. So
to me, it's just it's just loving yourself and loving people,
every single human being that you meet, and that to me,
are the basis for self leadership and for leadership and
for governments because you're if you really love people and companies,
(49:21):
you're not going to be doing miniocal work. You're going
to do the act of love. That's gonna be the
work of your life. Every single time.
Speaker 3 (49:31):
BILLI is a Carlos. It has been a great pleasure
to have you on Working on Purpose Prigadai and working
on Purpose in Prasier. Listeners and viewers, you are going
to want to learn more about Carlos and the work
that he does. You can check out two websites. He
is also on LinkedIn as well, but let me send
you first to his personal site. It's Carlos hoyas So
(49:53):
Carlos c A R l O s Hoyus is h
O y O s So Carlos Hoys dot com. He
his business leadership is Elite Leader Institute dot Com. Elite
Leader Institute dot com dot com. Last week, if you
missed the live show, you can always catch up your
recorded podcast wherever you get your podcasts. We will see
you next week for another nurturing and inspiring conversation featuring
(50:15):
another thought leader. And remember that work is one of
the best adventures and means of realizing our potential and
making the impact we crave and can give us the
opportunity to do business in a way that betters the world.
So let's work on Purpose.
Speaker 2 (50:30):
We hope you've enjoyed this week's program. Be sure to
tune into Working on Purpose featuring your host, doctor Elise Cortes,
each week on W four CY. Together we'll create a
world where business operates conscientiously, leadership inspires and passion performance
and employees are fulfilled in work that provides the meaning
and purpose they crave. See you there, Let's work on Purpose.
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