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(00:00):
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(00:21):
FORCY Radio. What's Working on Purpose? Anyway? Each week we ponder the
answer to this question. People achefor meaning and purpose at work, to
contribute their talents passionately and know theirlives really matter. They crave being part
of an organization that inspires them andhelps them grow into realizing their highest potential.
(00:45):
Business can be such a force forgood in the world, elevating humanity.
In our program, we provide guidanceand inspiration to help usher in this
world we all want Working on Purpose. Now, here's your host, Doctor
Release Cortez. Welcome back to theWorking on Purpose Program. Thanks for tuning
(01:06):
again this week. Great to haveyou. I'm your host, Doctor Elie's
Quartez joining alive from Dallas, Texashomebase. For me, if we've not
met yet and you don't know me, I'm a management consultant, organization logo
therapist, a speaker and author.My team and I at Least Cortes and
Associates help companies to enliven their operationsby articulating their purpose and building inspirational leaders
and cultures activated by meaning and purposeto turn those companies from a flatline EKG
(01:27):
to a vibrant workplace. There peopleare in terms, will be motivated to
perform with their best gown to theirfull potential, and are committed to stay
and who deliver on their company's mission. You can learn more about us having
a worker together at at least quartzdot com. Now with us today.
In today's program, we have twoauthors co authors that don't wait for someone
else to fix it. There arealso the co founders that think to perform
(01:49):
a high performance leadership development firm servicingsmall and large organizations in a variety of
industries. They are Douglink and ChuckWackendorffer. We'll be talking about the eight
essential behaviors they treat in the fordeveloping high performance Leadership. Doug joins us
from Minneapolis, Minnesota, and Chuckjoins us from Denver, Colorado. Doug
and Chuck, welcome to Working onPurpose. Thanks you, Marie. It's
(02:10):
great to be here. Yeah,I'm try to be here. I love
it when I meet astoundingly interesting peopleI would otherwise have no business running into.
Because you wrote a fantastic book andyour PR person found me. So
let's just first start by celebrating thisthing you brought into the world. Don't
wait for someone else to fix it. So I appreciate that. Having written
a couple of books, I knowwhat it takes to bring a book into
(02:32):
the world. It is harder thanchildbirth. By the way, just in
case you're wondering we wouldn't know,right, well, just tell you been
through both and so I do know. So anyway, okay, well let's
start here. Um, I wantto you make I really appreciate you.
(02:52):
You situate us early on in yourbook here, and you, of course,
you guys are long time leaders ofyour own right and have helped develop
thousands, maybe tens of thousands ofleaders yourselves over the years. And you
start with the statement that you putforth the beginning of the book that says
it's about creating a safer, happier, and healthier world is in our hands.
You don't get to choose whether ornot to be a leader. You
(03:13):
only get to choose what kind ofleader you'll be. I love that smack
in your face statement. Let's startthere. Well, we basically our position
is pretty straightforward, and Chuck andI have felt this way for as long
as we've known each other, whichis going on forty years now, that
(03:35):
everybody is influencing somebody, and everybodyis being influenced by somebody or something.
So we simply make the case leadershipis that which one does to influence the
behavior of another. And because that'sthe truth, all of us are leaders
(03:59):
works for me and any other thingwe ran into was, you know,
it's kind of the title of ourbook. Don't wait for somebody else to
fix it. If I believe isthat leadership is a title or a position
and I don't have that title orposition, then it's not my job,
right right. And so there's thislike, well he or she must see
(04:24):
it because it's their jobs. Theyhave they have the office, they have
the title, they have the position, and you know, really to fix
a lot of the issues that Ithink your show focuses on, like which
is to make a better place inthe world, to create a better work
environment for everybody, we all haveto step up. And that was really
(04:46):
the essence of the idea of thebook. Doug and I were like,
you know, there's fifteen hundred leadershipbooks posed a year. We wanted to
write a book that would day actanybody anywhere. The artless of title.
I love that. I really lovethat. I appreciate that. The other
thing that I love about what youguys are talking about here is, you
know, working in sudanizations myself,what happens is if people don't have the
(05:11):
idea that you know, don't waitfor somebody else to fix it. It's
too easy to blame the behavior ofthe leaders that maybe do or don't get
the results if they expect when here, what you're doing is you're enrolling everyone
to be a leader. So Ireally want to applaud that. Let me
also situate, if there's a lotof noise coming from my MIC listeners viewers,
we're having a fantastic thunderstorm here inDallas, Texas, So welcome to
(05:33):
the tropics here in Dallas in caseyou're hearing booms and thunders. So,
but I do want to really applaudthat, you know, you're really you're
reaching through those pages and saying,hey man, nobody's off folk here,
come with us. Well, weall get caught waiting sometimes, you know,
wishing that other people would change theirbehavior. If they did, my
life would be better, right,And I think that's the absence of the
(05:56):
leadership logic chain that you we're starting. A reference is like, you know,
we work with a lot of firmsorganizations where they don't say it this
way, but they bring us inand too, because if you just fix
these other people over here, we'llbe fine. And what we help them
realize is how they contribute to theissues they see in other people. Yeah,
(06:20):
and a person's behavior we can controlas our own. We you know,
we that's part of what we callthe three bucket theory. Bucket one
is what I can control, Buckettwo is what I can influence. Bucket
three is but I don't have anycontrol over And there's only one thing in
bucket number one, and that's mybehavior. MG. That's that's the terrible
part. You know, as sucksdata. Most people are pretty gifted at
(06:45):
seeing what's wrong with other people,like I'm fine, but you have a
problem, and so we we have. We get that quite frequently, as
Chuck says, a lot of alot of people, in essence, a
lot of organizations, a lot ofleaders will say something almost as silly as
this. If it wasn't for thepeople, this would be a great place
(07:10):
to work. Oh, I've heardit so many times. Start gun,
let's just do it. Let's getof all the people, will fix everything
right here, right now, let'sdo it. Yeah, right, okay,
So okay, So to speaking ofthat, that was one thing to
your point, Chuck, I didreally I was enamored with your logic a
chain, your logic chain idea,and I also appreciate that you say,
the leadership logic chain guides you toimplement three crucial stages of effective intelligent leadership,
(07:33):
and they include, you know,self awareness. They also include this
idea of decision making and of courseself management. And I really appreciate the
emphasis you put on all three andcertainly the quality of decision making. So
maybe you could just speak a littlebit to those three pieces there. Yeah,
we make as we mentioned in thebook about thirty five thousand decisions a
(07:54):
day kind of mind bogging when youthink about that, I don't think it's
like I did the math. It's, you know, something like fifteen hundred
decisions an hour. Yeah, you'reawake for twenty four hours, which we're
not, but not all of them. Do we have to make better,
but we made one or two betterchoices a day. You're talking about five,
six, seven hundred better decisions ayear. And if you've ever been
(08:16):
in any kind of reunion, familyor school reunion, you know what I'm
talking about. Where you walk inthe room and you see everybody used to
hang out with, and somebody spotsyou from across the room they go,
hey, a lease, how areyou? And you have no idea who
they are, And then all ofa sudden you go, oh, that's
(08:37):
Chuck, and the next pop thatis hopefully it's your inside voice says like,
what the hell happened to that guy? Like that's you know, thirty
five thousand decisions a day over five, ten, fifteen, twenty, thirty
forty years of life. I mean, that's what you're all doing the same
thing at the same time. Butdecision making takes our lives in very different
(08:58):
directions, and decision making is thebiggest driver of performance in any area life.
I don't care what you do fora living. You know. One
of the things we talk about withthat at least is this concept that our
performance in life, in every dimensionof our life, is really a function
(09:18):
of kind of our raw material whatwe call talent, plus the skills we
developed to use our raw material,plus decision making. And as we're saying,
decision making has more than twice asmuch impact on one's actual result then
the other two combined. So thisis a really big deal. And that's
(09:45):
why deciding wisely is such a bigthing, and why this whole notion of
influencing others by managing ourselves is socritical. Those decisions really really matter,
and they up beautiful dog. Youknow. One thing about this show has
been amazing. I've been hosting thisshow for eight and a quarter years.
(10:05):
I think you guys are episode fourand thirty three, and I keep doing
gratulations, thank you. I keepdoing it because I'm need amazing people like
you, and I learned so muchand so to that point, Doug,
a couple episodes that go on wehad Sheila, doctor Sheila Olsen, talking
about her book that she co authored, which is called Wise Decisions. The
whole book was all about how tomake wise decisions. So yes, I
(10:26):
completely em bought into the idea thatour impact is a greatly facilitated by the
quality of decisions that we make asleaders. So I just really wanted to
emphasize that to our listeners and viewersthat there's a lot of me in what
you gave us there. And onething I would add to this. And
when we did the logic chain,Chuck was actually the one who realized we
(10:46):
needed to add decision making. Iwas trying to to make it simpler,
simpler, but it got too simple, and the decision making pieces really the
most critical, and similar to ourleadership logic team, you know, that
was a critical piece to be added. And one of the things that we
(11:11):
find is a lot of people justlack the tools. They don't really know
themselves well enough to realize their decisionmaking hasn't been that good, right,
you know, And the lack ofself awareness is significant, and that's why
(11:35):
that's such a big part of allof this. Most people don't know themselves
nearly as well as they imagine theymust. Well, Doug, here's the
good news to that. That's whyI know I have a job because I
do help. You know, partof the work that I get to do
is to help leaders to understand themselves. And that's why I think your work.
(11:58):
Could you put four piece eight essentialwhat I'm calling behaviors is so critical,
the first one being aimed to beyour ideal self, and so I
really find it's amazing to me peoplepeople I meet in their forties and fifties
but don't know their strengths, don'tknow some of their basic personality types,
don't know their decision making style,so completely agree with you, which is
why they need us here. Sowhat I wanted to do here, gentleman,
(12:20):
is I just wanted to touch alittle bit on each one of your
eight essential areas here and pull outthe bits that I kind of really spoke
to me. Because I want thereaders or the listeners and yours to read
your actual book. I just wantto call out a few of the things
that I thought that really pulled me. So the first essential behavior, as
I said, is aimed to beyour ideal self, and I really like
the alignment model that you you cameup with ther with those three frames,
(12:43):
can you speak at bit to thosethree frames for us? Dog, I
think that the dog was the authorof the element model, So don't you
Yeah, I mean, basically yeah, I could speak to that, you
know, because the and the conceptthat we talk about is the kind of
the headline is the most effective leadersthe most effective influencers of others are people
(13:11):
who live in alignment most of thetime and they help other people do the
same thing. So the alignment modelis really the answer to the question how
will I know I'm managing myself well? Because the logic chain says effective leadership
(13:33):
of others is a function of effectivemanagement of myself, which is a function
of decision making, which is afunction of self awareness. So the alignment
model answers the question how will Iknow I'm managing myself well? And the
answer is I will actually be theperson I am aiming to be. I
(14:00):
am aiming to be my ideal self. That person is found in the first
frame. The first frame is theideal self frame, that's the principles and
the values that guide us. Yes, the third frame is the reality frame,
(14:20):
that's the frame of thoughts and emotionsand behaviors physical behaviors. That's that
frame. And in the middle themiddle frame is our purpose where you fit
and our goals, having a purpose. The most effective people live in alignment
(14:43):
and on purpose and they help othersdo the same. And when it comes
to purpose, that's a double word, a double on toundr. Is that
how you say that? One iswhat I do I do intentionally on and
what I do is with a purpose. I do it for a reason,
(15:05):
you know. Example, my purposeis to help myself and others achieve our
highest and greatest potential. That's whatmy purpose is. And what I try
to do is align my behaviors intentionallywith that and in turn my ideal self.
(15:28):
So that's that's the alignment model.Would you add anything, as I
think, Yeah, I just pilingon a little bit. It's not about
perfection, right. Part of thehuman condition is none of us is perfect.
So what what what the question is? Can I be my ideal self
more often? And when I whenI'm not, can I correct it a
(15:50):
little faster? And when you askpeople if they have values? So frame
one is values. So when youask people if they have values, most
people act insulted. Of course,I mean, of course I have values.
They can't name them. Yeah,that is the second question, which
is what are It's kind of fuzzy. So to Doug's point, we have
(16:10):
an exercise. Yeah, and Ilove what's on your website too. By
the way, the value is caris fantastic. Yeah, so you can
take it for free. I thinkto performed dot com to identify your top
five values. Why five because fiveis what I can remember. Right.
If I can't remember my values,then I can't use them to guide my
decision making, right. So it'sknowing my values and remembering them and increases
(16:36):
the odds that I use them whenmaking a decision. So it increases the
odds, as Doug is saying,to be my ideal self more often beautiful.
And on that note, guys,let's grab our first break. It
goes so fast. I'm your host, doctor Release Cortez. We were on
the air with Doug Linok and ChuckWakindofford. There are the co authors that
don't wait for someone else to fixit. We've been talking a bit about
(16:57):
what's behind this notion of enrolling everyoneas a leader, because we need everyone
full throttle and now just getting intosome of the essential behaviors. After the
break, we're going to get intowith regard to knowing our real selves some
of the common errors we make knowingourselves. Stay with us. We'll be
right back. Doctor Elise Cortez asa management consultant specializing in meaning and purpose.
(17:33):
An inspirational speaker and author. Shehelps companies visioneer for a greater purpose
among stakeholders and develop purpose inspired leadershipand meaning infused cultures that elevate fulfillment,
performance, and commitment within the workforce. To learn more or to invite a
lease to speak to your organization,please visit her at Elise Cortez dot com.
Let's talk about how to get youremployees working on purpose. This is
(18:00):
working on Purpose with doctor Elise Cortez. To reach our program today or to
open a conversation with a lease,send an email to a lease a l
se at Elise Cortez dot com.Now back to working on Purpose. Thanks
(18:21):
for staying with us. Before weget back into the program, I want
to share with you something pretty exciting. I think at least it's about the
Purpose and Joy Tour. This isa collaboration with Joilie in organization that teaches
mindful practices to build happy, healthy, resilient world, and my firm,
Elise Cortes and Associates that activates meaningand purpose and company culture and leadership to
increase fulfillment, performance and retention.Together, this is crazy, wait for
(18:41):
it. We are going through thirtythree cities across the United States. We
started in Dallas in March and we'refinishing in Virginia Beach in October to find
our tribe and build a community ofpeople who seek to elevate their lives by
and businesses by cultivating meaning, purposeand joy. You can find a list
of cities, dates and planned eventsat gusto dash dot com and then go
to the events and tour tab andfind your city in the date so see
(19:03):
you there. Find it, youcan register, look what's available registering events,
and tell your friends if you arejust joining the program. My guests
are Doug Lennock and Chuck Walchendorffer.They are the co authors of Don't Wait
for someone Else to Fix It andthe co founders of Think to Perform a
high performance leadership development firms serving smalland large organizations in a variety of industries.
I'm your host, doctor Earlie's Cortez. So one of the things that
(19:26):
I thought was interesting about your nextbehavior here, number two is know your
real self. And what I wantedto really get you both to speak to
is some of the common errors thatwe make in knowing ourselves. Because you
just give us a couple mistakes thatwe make in that regard, well,
I'll start with one. I thinkthe most common behavior or issue I think
(19:52):
with knowing our real self is notrealizing how often our minds wander from what
it is we think we are doing. You know. So now, fortunately,
because all three of us are trainedon this, we actually are able
to stay focused for a period oftime, probably longer than most. But
(20:17):
it's quite common for someone to getin like a conversation. Let's say you
and I are talking to one anotherat least, and I'm doing, you
know, kind of pretend I'm listeningthing. I don't know, I'm not
listening, But I have figured thisout. Guys do this a lot,
by the way. I hate tosay it, but we often do this
when we're talking to our spouses orsignificant others and we're nodding and smiling,
(20:44):
you know, and I'm nodding andsmiling, and then an unusual look comes
over your face, and I think, you know, fo, yeah,
I not my smile. We're probablyinappropriate for whatever it was she said.
I wonder what she said. Moreover, I wonder when I quit listening.
I don't know. I don't evenknow when I stopped listening. Worse,
(21:08):
we read books. Somebody's read yourbook or my book, our book.
They read our books, they getto the end of the chapter and they
go, what the heck did Ijust read? Think of that. That's
me reading to myself and not payingattention. So most people just don't realize
how often their mind wanders from whateverit is they thought they were doing.
(21:36):
You know, I think the otherpart about self awareness a lease is we
most of the way we live ourlives, we live out of a part
of our brain called the basil Gangley. That's the habit center part of our
brain. So what we do wedo because we've always done it that way.
And what happens is as we getolder, our lives change. Some
(21:57):
of the patterns that used to workfor us stopped working, but we keep
demonstrating the same pattern. And it'sthe self awareness piece where you recognize,
well, I'm not getting the resultthat I want. Maybe it's the pattern
of behavior that I'm demonstrating. I'llgive you an example. It's as an
example in the book, I workedwith a female executive about ten years ago.
(22:17):
Her name is Sharon. Sharon wasvery successful and miserable, and you
know, she had this pattern whereshe'd go to work at seven thirty in
the morning, worked till about eighto'clock at night, skip lunch, eat
one meal at about nine o'clock atnight, go to bed at eleven o'clock,
and do it again all day.Every day she had to stay at
(22:38):
home. Husband, she had twoadult children lived at her home. She
was about one hundred pounds overweight,and she was very unhappy. And so
one of the homework items we gaveher was to pay attention to how often
she was sacrificing her own needs.She came back a few weeks later and
she said, I don't even knowwhat my needs are. Yeah, And
I said, well, Sharon,where did you learned that your needs didn't
(23:00):
matter? And without any hesitation,she said, I was raised by a
single mom, and when I wasseven years old, my mom came down
with cancer. And so from thetime I was seven till when she died
when I was eleven years old,I was there to take care of my
mom. Now that's what Sharon neededto survive as a child. But encounter
(23:22):
to what most people learned their parentstake care of them, Sharon learned she
took care of her parents, hermom, and it was a pattern she
continued into her fifties. And sobehavioral change begins with self awareness. It's
noticing this pattern of behavior and thenunderstanding where it came from because I started
(23:42):
at some reason, because I gotthe result I needed, and then deciding
what, if anything, I wantto do about that pattern. That's the
real value and self awareness. It'spaying attention in the moment, as Doug
saying, But then it's a broaderlevel like when I'm happy, why am
I happy? What am I doam I with? If you believe you're
happier, when you're happier, youdo better. Noticing when you're happy is
(24:04):
really important. If I'm worn outand exhausted, why is that what am
I doing? How often is thathappening to me? That's where self awareness
can become so important. That wasa beautiful illustration Chuck, and definitely,
ladies and gentlemen, you're listening tothis, all of us are run by
these patterns, right, and soI love what we're talking about here,
the opportunity to just get present tothese patterns out of running us because we
(24:26):
are we live automated life. Sothis is that was beautifully illustrated. Okay,
Now if we go into essential behaviorin number three, ignite integrity and
responsibility. What I want to justsay about this, and if you get
one of you could speak to this, you say in that particular behavior,
you say and I quote, byadmitting mistakes, you encourage others to take
smart risks, fostering innovation and superiorperformance. And then you go on to
(24:48):
talk about what you know. MilesDavis says is once you hit a wrong
note, it's the next one thatmakes it all good or bad. But
that thing about admitting mistakes, Iknow so many leaders who believe that they're
supposed to know it have it alldown. So God forbid, I couldn't
possibly admit a mistake. And Ithink this is really powerful. So if
one of you could speak to thisessential behavior of admitting mistakes through the lens
(25:10):
of igniting integrity and responsibility. Well, there's admitting mistakes. I will have
to admit I make a bunch ofthem, and I earlier in my career
it was a harder thing for meto do was to admit the mistakes.
And I found that by failing todo so, I essentially sucked out of
(25:37):
the organization the courage that people needto have in order to admit mistakes so
that things can be corrected. AndI also found, you know, we
talk about igniting integrity and responsibility whenwe developed the concept of the Moral Competency
(26:03):
Inventory. My personal lowest score mylowest score, and I think I'm a
highly integral person. My lowest scorewas standing up for what's right. I
would occasionally witness the wrong behavior inthe work course, and rather than call
(26:26):
it out, I would look theother way or act like I didn't get
it, and and that destroys trust, you know. So when we talk
about igniting integrity and responsibility, it'sreally critical for the health and well being
(26:47):
of the organization. Because and Chuckknows Stephen Mr Covey. I've met him,
but don't know him. I newestdad, but he wrote the books
of trust. When you have integrity. You create trust. And we're talking
behavioral integrity, which is more thannot lying. Not lying is as easy
(27:11):
as not saying anything. If youdon't say anything, you won't have lied.
When I didn't stand up for what'sright, I didn't lie. I
just didn't say anything. Now Ididn't tell the truth. But but I
didn't. I didn't lie, Andso we can hide behind non behaviors.
(27:33):
But what we're talking about is behavioralintegrity. Tell the truth, stand up
for what's right, keep your promises. These are behaviors. When those behaviors
exist, trust exists. And thespeed of trust is fast coming down,
slow going up. You know youcan destroy it quickly. And being responsible,
(27:59):
I am personally responsible for an Youknow, we grew fast last year.
A number of the things there's growingpains that happened our twentieth year.
We had a great growth year.Well guess what, When you grow too
fast, you outrun your supplies.And a lot of my commitments I didn't
keep. I had to admit that. I admit that every day. So
(28:25):
I wish I was perfect. Iam not. I make mistakes, and
I must tell you I find itremarkably uninspiring when people are unwilling to admit
they do also, So with that, that's kind of the whole whole enchilade
on it. Okay, a coupleof things, Dog, that was awesome,
(28:47):
that was totally right there or worththe price of admission. A couple
of things. First, thank youfor modeling what it looks like to admit
mistakes. That's what it looks like, ladies and gentlemen. You are real,
You're vulnerable. You're this human beingwith flaws walking about the planet beautiful.
So that's the first thing I wantto say, Dog, thank you
for showing us how it's done.Secondly, um, Steven Mr Covey was
on the show as well, andhe is a beautiful man and I got
(29:10):
to have a beautiful conversation with himand he's the real deal. So I
just want to celebrate him once againas you brought him up too. So
more we could say about that,but I want to keep going because there's
so much goodness in your book thatI want to cover. But before I
do, Chuck, did you wantto wagh into something real quick? I
just been to tie back to yourpoint around creativity. You know, in
order to grow, we have tobe willing to get uncomfortable. Yeah,
(29:34):
we have talked about we will willingto try new things. Well, when
I try new things, the oddsof me making mistakes goes up. So
when companies want to grow, theyhave to encourage your people to try new
things. If I take people's headsoff, I tend they make a mistake
or I'm unwilling to meet my ownmistakes. I don't create to the point
(29:56):
that Doug and Stephen M. R. Cowby were making vironment of trust people
keep their heads down and play itsafe. I don't get people's best efforts
connection to admitting mistakes. Yeah,it's so beautiful, and there's more I
wanted to say about that, butI do want to hit this next number
number essential behavior number four, embracingempathy and compassion, because that also,
(30:17):
of course speaks to eliciting creativity.But gosh, you know, I can't
think of a leadership book today thatdoesn't somehow speak to emotional intelligence and empathy.
But the way you guys do this, which I think is really beautiful,
is you contrast empathy and compassion.And I'll just do that quickly,
and then I would love for oneof you to talk about the empathy compassion
pathway. But the way you distinguishthis is you say, empathy is the
(30:40):
ability to understand and appreciate what othersare thinking, feeling, and doing and
why gorgeous. Compassion, on theother hand, you say, involves taking
the next step using what we havecome to empathetically understand about others the show
that we care about them concretely.That is probably the best distinguishing piece that
(31:00):
I have seen on empathy and compassion. So hats off, gentlemen. And
now if one of you could speaka bit more to the empathy compassion pathway.
You have four steps in that oneof you could speak to those would
be great. You want to go, Chuck, No, he was gonna
let you go for it, allright. So one of the things when
we think about being empathetic, andas you mentioned, and I really appreciate
(31:26):
how you set it up at leastbecause as we talk about it, compassion
is empathy in action. And whenwe talk about don't wait for somebody else
to fix it the title of thebook, there are a lot of empathetic
people waiting for somebody else to fixit. They see the problems that others
(31:49):
have, so to be empathetic andcompassionate. It really starts with understanding somebody
else, and that begins with kindof a curiosity. So I, you
know, I actually want if Idon't care, don't ask right. And
(32:10):
this is Stephen R. Covey.So the Steven R. Covey seven habits,
this is seek first to understand,right, Yeah, and you genuinely,
and this is understand the person,not just their problem. Understand the
(32:30):
person. Seek to understand. Becurious about that. You know, we
we we're gifted, you know.Covey would talk about the gifts that we've
been given. We we have thisgift of curiosity. We have an imagination
that Chuck talked about, you know, and we have the self awareness.
(32:51):
I want to use all of thatstuff in getting in touch with somebody else.
And one of the people that we'veworked with for the years who's at
Harvard University, her name is HelenReese, doctor Helen Reese. You may
be familiar with her work on empathy, and empathy is really just getting in
(33:12):
touch. Be curious. And whatwe know to be true is if I'm
curious and I ask you about yourself, I will get to know you and
I will get to understand you fromthe inside out right, and so I
need to know who you are onthe inside. So what are your values,
(33:32):
what do you care about? AndI'd like for you to get to
know me too, because we wantto build a little bit of trust in
this process. So it starts withand she uses an acronym, but think
of e as eye contact. We'renot in the same room, but we
can have some eye contact. Ican look to orize, but our eyes
(33:58):
tell us something. And there's thesemirror neurons that are actually helping us biologically,
physiologically pattern one another. So ifI maintain eye contact with you,
we will begin to pattern one another'sbehavior. Pay attention to the what the
(34:20):
face is saying muscle, m muscle? What's your muscle? What's your face
saying pee? What's your posture sayinghey, what's the affect of all of
this? Te what's the tone?So pay attention to somebody, and when
we do that, we can beempathetic. And what we're talking about even
in the four RS, when wetalk about paying attention to someone, the
(34:45):
first star is self awareness. Payattention to self. The second R or
the second part of the first starof recognition is recognize the other person.
That's empathy, and then re ignizewhat is stimulating us, what's making us
feel the way we feel, andthen we can bridge our way into being
(35:08):
compassionate, which is, now,what can I do about it? How
can I actually help and not justhope someone comes along and saves you.
Yeah, I feel at least Isurely hope someone does something. I think
it gets back to the point aroundinfluence. If if my job as a
(35:30):
leaders is to influence other people's behavior, that's part of what I'm trying to
go for. Sometimes people get stuckemotionally, like they don't understand something,
or they have an issue outside ofwork, the car accident, health issue,
whatever, it is, something thatemotionally paralyzes them. If I'm not
empathetic to that, if I'm notintutible that I can miss that and they
(35:54):
stay stuck. So the empathy pathwaycompassion pathway is I recognize. It's not
sympathy, I recognize how you're feeling. How do I do that? It's
when I say you look upset,you look concerned, you sound excited.
I try and name it, andif they say, yes, I am,
(36:15):
I am upset well, then itleads me to the second step,
which is tell me more what's goingon. Let's get to the bottom of
that. Empathy is not sympathy sympathies. I feel what you feel. Empathies,
I recognize what you feel. Sotell me why you're stressed, tell
me why you're upset. Well,I had this happen. Now that gets
to the third step, which isI can help you deal with it,
(36:38):
and we put together a plan tohelp you overcome it. It's not me
buying into what happened to you,but it's helping you deal with it.
That's the compassionate part. That's beautiful. And then they feel supported and I'll
do what everything, anything for you, right because you get me and you're
trying to help me. So let'sgrab our last break. On that note,
(36:59):
I didn't want to stop you becauseI just was so into the moment
and you were generating it so beautifully. But let's grab our last break.
Here. I'm doctor Elise Cortez Moveon the air with Doug Lenik and Chuck
Walkindorffer. They are the co authorsof Don't Don't Wait for someone Else to
Fix It. We've been talking abit about some of the essential behaviors in
the book. After the break,we're going to finish with a couple more
state well Us. We'll be rightback. Doctor Elise Cortez is a management
(37:36):
consultant specializing in meaning and purpose.An inspirational speaker and author. She helps
companies visioneer for a greater purpose amongstakeholders and develop purpose inspired leadership and meaning
infused cultures that elevate fulfillment, performance, and commitment within the workforce. To
learn more or to invite a leaseto speak to your organization, please visit
her at Elise Cortez dot com.Let's talk about how to get your employees
(37:59):
working on purpose. This is workingon Purpose with Doctor Elease Cortez. To
reach our program today or to opena conversation with a lease, send an
email to a lease ali se atElise Cortez dot com. Now back to
working on Purpose. Thank you fordanying well us, and welcome back to
(38:28):
Working on Purpose. I mentioned inthe last break about the launch of the
So far we've been I think totwelve or thirteen cities of the Purpose Enjoy
Tour, the latest two books thatI wrote a part of those events.
So the tour experience. They arethe great revitalization, how activating meaning and
purpose can radically enliven your business,which helps leaders to learn how to build
elevating and high performance cultures and leadership. It's my latest bout of research.
(38:50):
The other of latest book is calledColoring Life, How loss invites us to
live more vibrant lives and that helpspeople who are navigating laws to transform to
growth and vitality. You can findthem both on Amazon, but come along
with the tour. It's much morefun if you're just joining us. My
guests are Doug Linic and Chuck Wachendorffer. They're the co authors that don't wait
for someone else to fix it inthe co founders of Think to perform a
(39:12):
high performance leadership development firms serving smalland large organizations in a variety of industries.
I am your host, doctor EleasQuartz. Of course, I wish
we had the ability to work throughall of your eight behaviors, but they're
so media. Of course, we'llget through maybe half of them or two
thirds of them. So the twothat I want to make sure that we
cover next, of course, hasto be achieve purposeful goals. And what
(39:36):
I loved about that when gentlemen,if one of you could speak to this
is you know you talk about youencourage people to adopt the widom whiff them
I think is what you call that. Anyway, the goal achieved that model
what stands for what do you wantfor yourself? And this approach requires achieving
self awareness about what you want,applying an asset test to your goals,
and following five clear steps for achievingthese goals. If you could just speak
(39:57):
a little bit, I mean thisnotion, I don't think from what I
can see in the work that Ido that a few people really do will
first set out to achieve purposeful goalsand then but then two have a plan
to do so Yeah, well youknow that's an interesting one too. By
the way, I loved how youpronounced it. We pronounced it witty whiffy
(40:20):
Okay, yeah, yeah, wd y wfy and um and the and
the notion is and this really relatesdirectly to the alignment model. Getting what
one wants for oneself is a rightfullyselfish process provided what one wants is in
(40:43):
harmony with principles and values. Soachieving what I want in the middle frame
is totally rightful, provided it's guidedby those principles and values. Those are
the guidelines, and then it's assimple and one of the things Chuck and
(41:07):
I spend a lot of time tryingto help people understand is simple and easy
are not synonyms. All achievement issimple and hard. It's simple and hard,
(41:27):
and each of the steps can behard by itself. So the first
step is to just have a goal, which in the acronym whitty whiffy,
there is no G. So thefirst step you got to take that one.
That's the asset test. So fora want to become a goal,
(41:47):
it has to be a want thatpasses the asset test. The asset test
is can I, which means doI have the talent and the skill and
will I? Will I decide?Sort of talent plus skills plus decision making?
(42:09):
Can I and will I afford it? And if the answers are not
yes and yes, I am dreaming, it's okay to dream, but that's
not a realistic goal. So takingthe first step is plenty hard. The
second step is to have a plan, plans come fully equipped in what we
(42:30):
call key activities. I nobody butme must non optional, do non passive
three words, I must do.That's my plan. Third step, implement
the plan. This is when itgets ugly. Now I actually have to
(42:52):
convert from deciding to doing, andthat's hard. By the way, a
lot of people have a plan thatthey decide to execute and don't execute.
There is a difference between decision anddoing. So we've got to decide and
then accompany that with doing. That'sexecution. That's the third step. Fourth
(43:16):
step control direction. What that simplymeans is your plan will not be perfect,
and implementation of your imperfect plan won'twork. So you will need to
control direction. You will start outand you will discover along the way you
(43:39):
have to make corrections. You haveto make some course corrections, keep score,
redirect and the fifth step is tothrow off discouragement. Full achievement comes
fully equipped with discouragement, and ifyou can't throw it off, it's going
to kick your butt and you're goingto not get what you are wanting to
(44:01):
get, which is rightfully yours,provided it's in alignment with your principles and
values. Now star at the chuck. Yeah, what we're talking about at
least's goal. Difference between goal settingand goal achievement. Yes, right,
so a lot of people and Ijust had this, I just had this
conversation with a company this morning.They were really good at goal setting,
(44:27):
right, we set a goal specific, it's measurable, attainable results based time
bound. We've all heard the acronymsmart. What they didn't understand, and
to Doug's point, is what theirkey activities were. Who's going to do
how much and how often to achievethat goal. So when they realized is
they set these goals but no ideaof key activities. Nobody answered the asset
(44:50):
test to us because we didn't knowwhat we had to do to achieve that.
And they're not on track, noteven close. And it's so that's
where people quit. They set agoal, but they don't have the key
activities, they don't answer the assettest question and they fail, and they
like have a bad expectation around settinggoals. So it's the it's all four
(45:12):
steps, how a plan, implementthe plan, control direction, and throw
off discouragement. That increased my oddsfor goal achievement. Oh, we have
a whole soul just about that couldn'twait, Yes, don't get read to
say we could have a whole showabout that. But you know, the
thing about goal achievement is oftentimes peopleassume that whatever plan they authored has to
(45:39):
be executed perfectly or it won't work. And the truth is the plan they
authored is imperfect. They just don'tknow that. Yes, they don't know
that. So I'll use this asan example. Since we're on TV,
I can do this. Imagine here, my index finger is underneath my chin,
(46:01):
and I decide my goal is toget my index finger to the top
of my head without leaving my face. Okay, so I've got to I've
got to move this up here,and I got to end up here.
And you know, and I thought, well, my plan is the shortest
(46:22):
distance between two points is a straightline. So I decide, I got
a plan. I'm going to gostraight up my face and I'm going to
be up here at the top ofmy head. So now that's the plan.
Now I execute the plan and Ibegin moving up. Now because I'm
talking, my mouth is open andcocking. My finger ends up in my
(46:46):
mouth. All of a sudden,I got to get out of my mouth.
I have to control direction. Igot to back up. I got
to figure out another way. Sothe process of controlling direction is taking steps
one and two over and over andover again until you get your index finger
(47:09):
up to the top of your head. That's the deal. That was an
extremely useful example. Of course,where I went on that Doug was the
only way to do that was togo actually through your mouth, through your
face, through your brain to thetop of this and that would probably not
work out well for anybody. Thatspeaks to just how badly plans can be
(47:30):
orchestrated too. Yeah, well yeah, but you can see how it plays
out. But that's that's metaphorically whatwe're trying to help people do goal.
But it is very doable. Ican say for absolute certain We've helped thousands
of people achieve what they want forthemselves. Now, does anybody ever achieve
(47:54):
perfection? No, So we talkabout progress, not perfection. Progress not
perfection is the name of the game. We're not going to you know,
the human condition is such that wewill always see problem and opportunity in our
circumstance, right so, and Ithink that to that point around progress,
(48:15):
the nice thing about the eight essentialsis you don't have to implement all eight
If you start something out of oneof those essentials and start to implement it.
You will have an impact in yourlife or in your business. That's
the nice thing is it'd be greatif I implement at all eight. That's
probably not going to happen. Imean, Doug and I are I'm sixty
(48:37):
two years old, Doug seventy.We've been working on the eight essentials,
and I will still continue to workon the essentials for the rest of my
life. And there's always opportunities forme to get better. But I could
start with focusing on one essential,and I gues you'll have an impact.
Okay, So, Chuck, thatis a great way to finish the show.
We are at a time and Igot to tell you that was beautiful
because people could go, oh mygod, these eight things. I gotta
(48:59):
get good at eight of these things. No, if you just did one
of them, worked on one ofthem, you would move the needle on
the steel. So Dog, youwanted to say something and we gotta gotta,
I would say this. What wewanted to do and what we've meant
for this book to be is aused book. Yes, I used book.
And literally the idea is you canopen it up to any page,
(49:22):
any chapter and if all you didwas focus on that one essential, it
will change your life. Agreed,Doug. Agreed, guys, I'm so
happy to know you. Thank youso much for coming into my sphere.
Mad pleasure. You can run,but you can hide. I somehow show
people's doors so it could happen,just so you know. Thank you both
(49:43):
for being on working on purpose.It's a pleasure. Pleasures ours, thankfully,
take care. Thank you, You'rewelcome. Listeners and viewers. If
you only about Doug Lenk, Chuckwalking door, if their work at Think
to perform, order book, don'twait for someone else to fix it.
You can start by going to Thinkthe number two perform dot com, Think
tooperform dot Com. Last week,if you missed the live show, you
(50:04):
can almost catch it re recorded apodcast. We were on the air with
Travis James, the founder and chieftechnology officer of Tribe Health Solutions, talking
about his passione democratize health records andput them into the hands of patients.
He also gave us a very powerfulcrimer on the uses of chat GPT.
Next week will be on the airwith Curtis Bateman, who is the co
author of Change, How to TurnUncertainty into tomorrow. See you there,
(50:28):
and remember that work as an integraland important part of our lives and can
be one of the best adventures andmeans of realizing our potential and making the
impact we crave. So let's workon Purpose. We hope you've enjoyed this
week's program. Be sure to tuneinto Working on Purpose featuring your host,
doctor Elise Cortez, each week onW four CY. Together we'll create a
(50:50):
world where business operates conscientiously, Leadershipinspires and passion performance and employees are fulfilled
in work that provides the meaning andpurpose they crave. See you there,
Let's work on Purpose.
The topics and opinions expressed in thefollowing show are solely those of the hosts
and their guests and not those ofW Forcy Radio. It's employees are affiliates.
We make no recommendations or endorsements forradio show, program, services,
or products mentioned on air or onour web. No liability explicit or implies
shall be extended to W Forcy Radioor its employees or affiliates. Any questions
or comments should be directed to thoseshow hosts. Thank you for choosing W
(00:21):
FORCY Radio. What's Working on Purpose? Anyway? Each week we ponder the
answer to this question. People achefor meaning and purpose at work, to
contribute their talents passionately and know theirlives really matter. They crave being part
of an organization that inspires them andhelps them grow into realizing their highest potential.
(00:45):
Business can be such a force forgood in the world, elevating humanity.
In our program, we provide guidanceand inspiration to help usher in this
world we all want Working on Purpose. Now, here's your host, Doctor
Release Cortez. Welcome back to theWorking on Purpose Program. Thanks for tuning
(01:06):
again this week. Great to haveyou. I'm your host, Doctor Elie's
Quartez joining alive from Dallas, Texashomebase. For me, if we've not
met yet and you don't know me, I'm a management consultant, organization logo
therapist, a speaker and author.My team and I at Least Cortes and
Associates help companies to enliven their operationsby articulating their purpose and building inspirational leaders
and cultures activated by meaning and purposeto turn those companies from a flatline EKG
(01:27):
to a vibrant workplace. There peopleare in terms, will be motivated to
perform with their best gown to theirfull potential, and are committed to stay
and who deliver on their company's mission. You can learn more about us having
a worker together at at least quartzdot com. Now with us today.
In today's program, we have twoauthors co authors that don't wait for someone
else to fix it. There arealso the co founders that think to perform
(01:49):
a high performance leadership development firm servicingsmall and large organizations in a variety of
industries. They are Douglink and ChuckWackendorffer. We'll be talking about the eight
essential behaviors they treat in the fordeveloping high performance Leadership. Doug joins us
from Minneapolis, Minnesota, and Chuckjoins us from Denver, Colorado. Doug
and Chuck, welcome to Working onPurpose. Thanks you, Marie. It's
(02:10):
great to be here. Yeah,I'm try to be here. I love
it when I meet astoundingly interesting peopleI would otherwise have no business running into.
Because you wrote a fantastic book andyour PR person found me. So
let's just first start by celebrating thisthing you brought into the world. Don't
wait for someone else to fix it. So I appreciate that. Having written
a couple of books, I knowwhat it takes to bring a book into
(02:32):
the world. It is harder thanchildbirth. By the way, just in
case you're wondering we wouldn't know,right, well, just tell you been
through both and so I do know. So anyway, okay, well let's
start here. Um, I wantto you make I really appreciate you.
(02:52):
You situate us early on in yourbook here, and you, of course,
you guys are long time leaders ofyour own right and have helped develop
thousands, maybe tens of thousands ofleaders yourselves over the years. And you
start with the statement that you putforth the beginning of the book that says
it's about creating a safer, happier, and healthier world is in our hands.
You don't get to choose whether ornot to be a leader. You
(03:13):
only get to choose what kind ofleader you'll be. I love that smack
in your face statement. Let's startthere. Well, we basically our position
is pretty straightforward, and Chuck andI have felt this way for as long
as we've known each other, whichis going on forty years now, that
(03:35):
everybody is influencing somebody, and everybodyis being influenced by somebody or something.
So we simply make the case leadershipis that which one does to influence the
behavior of another. And because that'sthe truth, all of us are leaders
(03:59):
works for me and any other thingwe ran into was, you know,
it's kind of the title of ourbook. Don't wait for somebody else to
fix it. If I believe isthat leadership is a title or a position
and I don't have that title orposition, then it's not my job,
right right. And so there's thislike, well he or she must see
(04:24):
it because it's their jobs. Theyhave they have the office, they have
the title, they have the position, and you know, really to fix
a lot of the issues that Ithink your show focuses on, like which
is to make a better place inthe world, to create a better work
environment for everybody, we all haveto step up. And that was really
(04:46):
the essence of the idea of thebook. Doug and I were like,
you know, there's fifteen hundred leadershipbooks posed a year. We wanted to
write a book that would day actanybody anywhere. The artless of title.
I love that. I really lovethat. I appreciate that. The other
thing that I love about what youguys are talking about here is, you
know, working in sudanizations myself,what happens is if people don't have the
(05:11):
idea that you know, don't waitfor somebody else to fix it. It's
too easy to blame the behavior ofthe leaders that maybe do or don't get
the results if they expect when here, what you're doing is you're enrolling everyone
to be a leader. So Ireally want to applaud that. Let me
also situate, if there's a lotof noise coming from my MIC listeners viewers,
we're having a fantastic thunderstorm here inDallas, Texas, So welcome to
(05:33):
the tropics here in Dallas in caseyou're hearing booms and thunders. So,
but I do want to really applaudthat, you know, you're really you're
reaching through those pages and saying,hey man, nobody's off folk here,
come with us. Well, weall get caught waiting sometimes, you know,
wishing that other people would change theirbehavior. If they did, my
life would be better, right,And I think that's the absence of the
(05:56):
leadership logic chain that you we're starting. A reference is like, you know,
we work with a lot of firmsorganizations where they don't say it this
way, but they bring us inand too, because if you just fix
these other people over here, we'llbe fine. And what we help them
realize is how they contribute to theissues they see in other people. Yeah,
(06:20):
and a person's behavior we can controlas our own. We you know,
we that's part of what we callthe three bucket theory. Bucket one
is what I can control, Buckettwo is what I can influence. Bucket
three is but I don't have anycontrol over And there's only one thing in
bucket number one, and that's mybehavior. MG. That's that's the terrible
part. You know, as sucksdata. Most people are pretty gifted at
(06:45):
seeing what's wrong with other people,like I'm fine, but you have a
problem, and so we we have. We get that quite frequently, as
Chuck says, a lot of alot of people, in essence, a
lot of organizations, a lot ofleaders will say something almost as silly as
this. If it wasn't for thepeople, this would be a great place
(07:10):
to work. Oh, I've heardit so many times. Start gun,
let's just do it. Let's getof all the people, will fix everything
right here, right now, let'sdo it. Yeah, right, okay,
So okay, So to speaking ofthat, that was one thing to
your point, Chuck, I didreally I was enamored with your logic a
chain, your logic chain idea,and I also appreciate that you say,
the leadership logic chain guides you toimplement three crucial stages of effective intelligent leadership,
(07:33):
and they include, you know,self awareness. They also include this
idea of decision making and of courseself management. And I really appreciate the
emphasis you put on all three andcertainly the quality of decision making. So
maybe you could just speak a littlebit to those three pieces there. Yeah,
we make as we mentioned in thebook about thirty five thousand decisions a
(07:54):
day kind of mind bogging when youthink about that, I don't think it's
like I did the math. It's, you know, something like fifteen hundred
decisions an hour. Yeah, you'reawake for twenty four hours, which we're
not, but not all of them. Do we have to make better,
but we made one or two betterchoices a day. You're talking about five,
six, seven hundred better decisions ayear. And if you've ever been
(08:16):
in any kind of reunion, familyor school reunion, you know what I'm
talking about. Where you walk inthe room and you see everybody used to
hang out with, and somebody spotsyou from across the room they go,
hey, a lease, how areyou? And you have no idea who
they are, And then all ofa sudden you go, oh, that's
(08:37):
Chuck, and the next pop thatis hopefully it's your inside voice says like,
what the hell happened to that guy? Like that's you know, thirty
five thousand decisions a day over five, ten, fifteen, twenty, thirty
forty years of life. I mean, that's what you're all doing the same
thing at the same time. Butdecision making takes our lives in very different
(08:58):
directions, and decision making is thebiggest driver of performance in any area life.
I don't care what you do fora living. You know. One
of the things we talk about withthat at least is this concept that our
performance in life, in every dimensionof our life, is really a function
(09:18):
of kind of our raw material whatwe call talent, plus the skills we
developed to use our raw material,plus decision making. And as we're saying,
decision making has more than twice asmuch impact on one's actual result then
the other two combined. So thisis a really big deal. And that's
(09:45):
why deciding wisely is such a bigthing, and why this whole notion of
influencing others by managing ourselves is socritical. Those decisions really really matter,
and they up beautiful dog. Youknow. One thing about this show has
been amazing. I've been hosting thisshow for eight and a quarter years.
(10:05):
I think you guys are episode fourand thirty three, and I keep doing
gratulations, thank you. I keepdoing it because I'm need amazing people like
you, and I learned so muchand so to that point, Doug,
a couple episodes that go on wehad Sheila, doctor Sheila Olsen, talking
about her book that she co authored, which is called Wise Decisions. The
whole book was all about how tomake wise decisions. So yes, I
(10:26):
completely em bought into the idea thatour impact is a greatly facilitated by the
quality of decisions that we make asleaders. So I just really wanted to
emphasize that to our listeners and viewersthat there's a lot of me in what
you gave us there. And onething I would add to this. And
when we did the logic chain,Chuck was actually the one who realized we
(10:46):
needed to add decision making. Iwas trying to to make it simpler,
simpler, but it got too simple, and the decision making pieces really the
most critical, and similar to ourleadership logic team, you know, that
was a critical piece to be added. And one of the things that we
(11:11):
find is a lot of people justlack the tools. They don't really know
themselves well enough to realize their decisionmaking hasn't been that good, right,
you know, And the lack ofself awareness is significant, and that's why
(11:35):
that's such a big part of allof this. Most people don't know themselves
nearly as well as they imagine theymust. Well, Doug, here's the
good news to that. That's whyI know I have a job because I
do help. You know, partof the work that I get to do
is to help leaders to understand themselves. And that's why I think your work.
(11:58):
Could you put four piece eight essentialwhat I'm calling behaviors is so critical,
the first one being aimed to beyour ideal self, and so I
really find it's amazing to me peoplepeople I meet in their forties and fifties
but don't know their strengths, don'tknow some of their basic personality types,
don't know their decision making style,so completely agree with you, which is
why they need us here. Sowhat I wanted to do here, gentleman,
(12:20):
is I just wanted to touch alittle bit on each one of your
eight essential areas here and pull outthe bits that I kind of really spoke
to me. Because I want thereaders or the listeners and yours to read
your actual book. I just wantto call out a few of the things
that I thought that really pulled me. So the first essential behavior, as
I said, is aimed to beyour ideal self, and I really like
the alignment model that you you cameup with ther with those three frames,
(12:43):
can you speak at bit to thosethree frames for us? Dog, I
think that the dog was the authorof the element model, So don't you
Yeah, I mean, basically yeah, I could speak to that, you
know, because the and the conceptthat we talk about is the kind of
the headline is the most effective leadersthe most effective influencers of others are people
(13:11):
who live in alignment most of thetime and they help other people do the
same thing. So the alignment modelis really the answer to the question how
will I know I'm managing myself well? Because the logic chain says effective leadership
(13:33):
of others is a function of effectivemanagement of myself, which is a function
of decision making, which is afunction of self awareness. So the alignment
model answers the question how will Iknow I'm managing myself well? And the
answer is I will actually be theperson I am aiming to be. I
(14:00):
am aiming to be my ideal self. That person is found in the first
frame. The first frame is theideal self frame, that's the principles and
the values that guide us. Yes, the third frame is the reality frame,
(14:20):
that's the frame of thoughts and emotionsand behaviors physical behaviors. That's that
frame. And in the middle themiddle frame is our purpose where you fit
and our goals, having a purpose. The most effective people live in alignment
(14:43):
and on purpose and they help othersdo the same. And when it comes
to purpose, that's a double word, a double on toundr. Is that
how you say that? One iswhat I do I do intentionally on and
what I do is with a purpose. I do it for a reason,
(15:05):
you know. Example, my purposeis to help myself and others achieve our
highest and greatest potential. That's whatmy purpose is. And what I try
to do is align my behaviors intentionallywith that and in turn my ideal self.
(15:28):
So that's that's the alignment model.Would you add anything, as I
think, Yeah, I just pilingon a little bit. It's not about
perfection, right. Part of thehuman condition is none of us is perfect.
So what what what the question is? Can I be my ideal self
more often? And when I whenI'm not, can I correct it a
(15:50):
little faster? And when you askpeople if they have values? So frame
one is values. So when youask people if they have values, most
people act insulted. Of course,I mean, of course I have values.
They can't name them. Yeah,that is the second question, which
is what are It's kind of fuzzy. So to Doug's point, we have
(16:10):
an exercise. Yeah, and Ilove what's on your website too. By
the way, the value is caris fantastic. Yeah, so you can
take it for free. I thinkto performed dot com to identify your top
five values. Why five because fiveis what I can remember. Right.
If I can't remember my values,then I can't use them to guide my
decision making, right. So it'sknowing my values and remembering them and increases
(16:36):
the odds that I use them whenmaking a decision. So it increases the
odds, as Doug is saying,to be my ideal self more often beautiful.
And on that note, guys,let's grab our first break. It
goes so fast. I'm your host, doctor Release Cortez. We were on
the air with Doug Linok and ChuckWakindofford. There are the co authors that
don't wait for someone else to fixit. We've been talking a bit about
(16:57):
what's behind this notion of enrolling everyoneas a leader, because we need everyone
full throttle and now just getting intosome of the essential behaviors. After the
break, we're going to get intowith regard to knowing our real selves some
of the common errors we make knowingourselves. Stay with us. We'll be
right back. Doctor Elise Cortez asa management consultant specializing in meaning and purpose.
(17:33):
An inspirational speaker and author. Shehelps companies visioneer for a greater purpose
among stakeholders and develop purpose inspired leadershipand meaning infused cultures that elevate fulfillment,
performance, and commitment within the workforce. To learn more or to invite a
lease to speak to your organization,please visit her at Elise Cortez dot com.
Let's talk about how to get youremployees working on purpose. This is
(18:00):
working on Purpose with doctor Elise Cortez. To reach our program today or to
open a conversation with a lease,send an email to a lease a l
se at Elise Cortez dot com.Now back to working on Purpose. Thanks
(18:21):
for staying with us. Before weget back into the program, I want
to share with you something pretty exciting. I think at least it's about the
Purpose and Joy Tour. This isa collaboration with Joilie in organization that teaches
mindful practices to build happy, healthy, resilient world, and my firm,
Elise Cortes and Associates that activates meaningand purpose and company culture and leadership to
increase fulfillment, performance and retention.Together, this is crazy, wait for
(18:41):
it. We are going through thirtythree cities across the United States. We
started in Dallas in March and we'refinishing in Virginia Beach in October to find
our tribe and build a community ofpeople who seek to elevate their lives by
and businesses by cultivating meaning, purposeand joy. You can find a list
of cities, dates and planned eventsat gusto dash dot com and then go
to the events and tour tab andfind your city in the date so see
(19:03):
you there. Find it, youcan register, look what's available registering events,
and tell your friends if you arejust joining the program. My guests
are Doug Lennock and Chuck Walchendorffer.They are the co authors of Don't Wait
for someone Else to Fix It andthe co founders of Think to Perform a
high performance leadership development firms serving smalland large organizations in a variety of industries.
I'm your host, doctor Earlie's Cortez. So one of the things that
(19:26):
I thought was interesting about your nextbehavior here, number two is know your
real self. And what I wantedto really get you both to speak to
is some of the common errors thatwe make in knowing ourselves. Because you
just give us a couple mistakes thatwe make in that regard, well,
I'll start with one. I thinkthe most common behavior or issue I think
(19:52):
with knowing our real self is notrealizing how often our minds wander from what
it is we think we are doing. You know. So now, fortunately,
because all three of us are trainedon this, we actually are able
to stay focused for a period oftime, probably longer than most. But
(20:17):
it's quite common for someone to getin like a conversation. Let's say you
and I are talking to one anotherat least, and I'm doing, you
know, kind of pretend I'm listeningthing. I don't know, I'm not
listening, But I have figured thisout. Guys do this a lot,
by the way. I hate tosay it, but we often do this
when we're talking to our spouses orsignificant others and we're nodding and smiling,
(20:44):
you know, and I'm nodding andsmiling, and then an unusual look comes
over your face, and I think, you know, fo, yeah,
I not my smile. We're probablyinappropriate for whatever it was she said.
I wonder what she said. Moreover, I wonder when I quit listening.
I don't know. I don't evenknow when I stopped listening. Worse,
(21:08):
we read books. Somebody's read yourbook or my book, our book.
They read our books, they getto the end of the chapter and they
go, what the heck did Ijust read? Think of that. That's
me reading to myself and not payingattention. So most people just don't realize
how often their mind wanders from whateverit is they thought they were doing.
(21:36):
You know, I think the otherpart about self awareness a lease is we
most of the way we live ourlives, we live out of a part
of our brain called the basil Gangley. That's the habit center part of our
brain. So what we do wedo because we've always done it that way.
And what happens is as we getolder, our lives change. Some
(21:57):
of the patterns that used to workfor us stopped working, but we keep
demonstrating the same pattern. And it'sthe self awareness piece where you recognize,
well, I'm not getting the resultthat I want. Maybe it's the pattern
of behavior that I'm demonstrating. I'llgive you an example. It's as an
example in the book, I workedwith a female executive about ten years ago.
(22:17):
Her name is Sharon. Sharon wasvery successful and miserable, and you
know, she had this pattern whereshe'd go to work at seven thirty in
the morning, worked till about eighto'clock at night, skip lunch, eat
one meal at about nine o'clock atnight, go to bed at eleven o'clock,
and do it again all day.Every day she had to stay at
(22:38):
home. Husband, she had twoadult children lived at her home. She
was about one hundred pounds overweight,and she was very unhappy. And so
one of the homework items we gaveher was to pay attention to how often
she was sacrificing her own needs.She came back a few weeks later and
she said, I don't even knowwhat my needs are. Yeah, And
I said, well, Sharon,where did you learned that your needs didn't
(23:00):
matter? And without any hesitation,she said, I was raised by a
single mom, and when I wasseven years old, my mom came down
with cancer. And so from thetime I was seven till when she died
when I was eleven years old,I was there to take care of my
mom. Now that's what Sharon neededto survive as a child. But encounter
(23:22):
to what most people learned their parentstake care of them, Sharon learned she
took care of her parents, hermom, and it was a pattern she
continued into her fifties. And sobehavioral change begins with self awareness. It's
noticing this pattern of behavior and thenunderstanding where it came from because I started
(23:42):
at some reason, because I gotthe result I needed, and then deciding
what, if anything, I wantto do about that pattern. That's the
real value and self awareness. It'spaying attention in the moment, as Doug
saying, But then it's a broaderlevel like when I'm happy, why am
I happy? What am I doam I with? If you believe you're
happier, when you're happier, youdo better. Noticing when you're happy is
(24:04):
really important. If I'm worn outand exhausted, why is that what am
I doing? How often is thathappening to me? That's where self awareness
can become so important. That wasa beautiful illustration Chuck, and definitely,
ladies and gentlemen, you're listening tothis, all of us are run by
these patterns, right, and soI love what we're talking about here,
the opportunity to just get present tothese patterns out of running us because we
(24:26):
are we live automated life. Sothis is that was beautifully illustrated. Okay,
Now if we go into essential behaviorin number three, ignite integrity and
responsibility. What I want to justsay about this, and if you get
one of you could speak to this, you say in that particular behavior,
you say and I quote, byadmitting mistakes, you encourage others to take
smart risks, fostering innovation and superiorperformance. And then you go on to
(24:48):
talk about what you know. MilesDavis says is once you hit a wrong
note, it's the next one thatmakes it all good or bad. But
that thing about admitting mistakes, Iknow so many leaders who believe that they're
supposed to know it have it alldown. So God forbid, I couldn't
possibly admit a mistake. And Ithink this is really powerful. So if
one of you could speak to thisessential behavior of admitting mistakes through the lens
(25:10):
of igniting integrity and responsibility. Well, there's admitting mistakes. I will have
to admit I make a bunch ofthem, and I earlier in my career
it was a harder thing for meto do was to admit the mistakes.
And I found that by failing todo so, I essentially sucked out of
(25:37):
the organization the courage that people needto have in order to admit mistakes so
that things can be corrected. AndI also found, you know, we
talk about igniting integrity and responsibility whenwe developed the concept of the Moral Competency
(26:03):
Inventory. My personal lowest score mylowest score, and I think I'm a
highly integral person. My lowest scorewas standing up for what's right. I
would occasionally witness the wrong behavior inthe work course, and rather than call
(26:26):
it out, I would look theother way or act like I didn't get
it, and and that destroys trust, you know. So when we talk
about igniting integrity and responsibility, it'sreally critical for the health and well being
(26:47):
of the organization. Because and Chuckknows Stephen Mr Covey. I've met him,
but don't know him. I newestdad, but he wrote the books
of trust. When you have integrity. You create trust. And we're talking
behavioral integrity, which is more thannot lying. Not lying is as easy
(27:11):
as not saying anything. If youdon't say anything, you won't have lied.
When I didn't stand up for what'sright, I didn't lie. I
just didn't say anything. Now Ididn't tell the truth. But but I
didn't. I didn't lie, Andso we can hide behind non behaviors.
(27:33):
But what we're talking about is behavioralintegrity. Tell the truth, stand up
for what's right, keep your promises. These are behaviors. When those behaviors
exist, trust exists. And thespeed of trust is fast coming down,
slow going up. You know youcan destroy it quickly. And being responsible,
(27:59):
I am personally responsible for an Youknow, we grew fast last year.
A number of the things there's growingpains that happened our twentieth year.
We had a great growth year.Well guess what, When you grow too
fast, you outrun your supplies.And a lot of my commitments I didn't
keep. I had to admit that. I admit that every day. So
(28:25):
I wish I was perfect. Iam not. I make mistakes, and
I must tell you I find itremarkably uninspiring when people are unwilling to admit
they do also, So with that, that's kind of the whole whole enchilade
on it. Okay, a coupleof things, Dog, that was awesome,
(28:47):
that was totally right there or worththe price of admission. A couple
of things. First, thank youfor modeling what it looks like to admit
mistakes. That's what it looks like, ladies and gentlemen. You are real,
You're vulnerable. You're this human beingwith flaws walking about the planet beautiful.
So that's the first thing I wantto say, Dog, thank you
for showing us how it's done.Secondly, um, Steven Mr Covey was
on the show as well, andhe is a beautiful man and I got
(29:10):
to have a beautiful conversation with himand he's the real deal. So I
just want to celebrate him once againas you brought him up too. So
more we could say about that,but I want to keep going because there's
so much goodness in your book thatI want to cover. But before I
do, Chuck, did you wantto wagh into something real quick? I
just been to tie back to yourpoint around creativity. You know, in
order to grow, we have tobe willing to get uncomfortable. Yeah,
(29:34):
we have talked about we will willingto try new things. Well, when
I try new things, the oddsof me making mistakes goes up. So
when companies want to grow, theyhave to encourage your people to try new
things. If I take people's headsoff, I tend they make a mistake
or I'm unwilling to meet my ownmistakes. I don't create to the point
(29:56):
that Doug and Stephen M. R. Cowby were making vironment of trust people
keep their heads down and play itsafe. I don't get people's best efforts
connection to admitting mistakes. Yeah,it's so beautiful, and there's more I
wanted to say about that, butI do want to hit this next number
number essential behavior number four, embracingempathy and compassion, because that also,
(30:17):
of course speaks to eliciting creativity.But gosh, you know, I can't
think of a leadership book today thatdoesn't somehow speak to emotional intelligence and empathy.
But the way you guys do this, which I think is really beautiful,
is you contrast empathy and compassion.And I'll just do that quickly,
and then I would love for oneof you to talk about the empathy compassion
pathway. But the way you distinguishthis is you say, empathy is the
(30:40):
ability to understand and appreciate what othersare thinking, feeling, and doing and
why gorgeous. Compassion, on theother hand, you say, involves taking
the next step using what we havecome to empathetically understand about others the show
that we care about them concretely.That is probably the best distinguishing piece that
(31:00):
I have seen on empathy and compassion. So hats off, gentlemen. And
now if one of you could speaka bit more to the empathy compassion pathway.
You have four steps in that oneof you could speak to those would
be great. You want to go, Chuck, No, he was gonna
let you go for it, allright. So one of the things when
we think about being empathetic, andas you mentioned, and I really appreciate
(31:26):
how you set it up at leastbecause as we talk about it, compassion
is empathy in action. And whenwe talk about don't wait for somebody else
to fix it the title of thebook, there are a lot of empathetic
people waiting for somebody else to fixit. They see the problems that others
(31:49):
have, so to be empathetic andcompassionate. It really starts with understanding somebody
else, and that begins with kindof a curiosity. So I, you
know, I actually want if Idon't care, don't ask right. And
(32:10):
this is Stephen R. Covey.So the Steven R. Covey seven habits,
this is seek first to understand,right, Yeah, and you genuinely,
and this is understand the person,not just their problem. Understand the
(32:30):
person. Seek to understand. Becurious about that. You know, we
we we're gifted, you know.Covey would talk about the gifts that we've
been given. We we have thisgift of curiosity. We have an imagination
that Chuck talked about, you know, and we have the self awareness.
(32:51):
I want to use all of thatstuff in getting in touch with somebody else.
And one of the people that we'veworked with for the years who's at
Harvard University, her name is HelenReese, doctor Helen Reese. You may
be familiar with her work on empathy, and empathy is really just getting in
(33:12):
touch. Be curious. And whatwe know to be true is if I'm
curious and I ask you about yourself, I will get to know you and
I will get to understand you fromthe inside out right, and so I
need to know who you are onthe inside. So what are your values,
(33:32):
what do you care about? AndI'd like for you to get to
know me too, because we wantto build a little bit of trust in
this process. So it starts withand she uses an acronym, but think
of e as eye contact. We'renot in the same room, but we
can have some eye contact. Ican look to orize, but our eyes
(33:58):
tell us something. And there's thesemirror neurons that are actually helping us biologically,
physiologically pattern one another. So ifI maintain eye contact with you,
we will begin to pattern one another'sbehavior. Pay attention to the what the
(34:20):
face is saying muscle, m muscle? What's your muscle? What's your face
saying pee? What's your posture sayinghey, what's the affect of all of
this? Te what's the tone?So pay attention to somebody, and when
we do that, we can beempathetic. And what we're talking about even
in the four RS, when wetalk about paying attention to someone, the
(34:45):
first star is self awareness. Payattention to self. The second R or
the second part of the first starof recognition is recognize the other person.
That's empathy, and then re ignizewhat is stimulating us, what's making us
feel the way we feel, andthen we can bridge our way into being
(35:08):
compassionate, which is, now,what can I do about it? How
can I actually help and not justhope someone comes along and saves you.
Yeah, I feel at least Isurely hope someone does something. I think
it gets back to the point aroundinfluence. If if my job as a
(35:30):
leaders is to influence other people's behavior, that's part of what I'm trying to
go for. Sometimes people get stuckemotionally, like they don't understand something,
or they have an issue outside ofwork, the car accident, health issue,
whatever, it is, something thatemotionally paralyzes them. If I'm not
empathetic to that, if I'm notintutible that I can miss that and they
(35:54):
stay stuck. So the empathy pathwaycompassion pathway is I recognize. It's not
sympathy, I recognize how you're feeling. How do I do that? It's
when I say you look upset,you look concerned, you sound excited.
I try and name it, andif they say, yes, I am,
(36:15):
I am upset well, then itleads me to the second step,
which is tell me more what's goingon. Let's get to the bottom of
that. Empathy is not sympathy sympathies. I feel what you feel. Empathies,
I recognize what you feel. Sotell me why you're stressed, tell
me why you're upset. Well,I had this happen. Now that gets
to the third step, which isI can help you deal with it,
(36:38):
and we put together a plan tohelp you overcome it. It's not me
buying into what happened to you,but it's helping you deal with it.
That's the compassionate part. That's beautiful. And then they feel supported and I'll
do what everything, anything for you, right because you get me and you're
trying to help me. So let'sgrab our last break. On that note,
(36:59):
I didn't want to stop you becauseI just was so into the moment
and you were generating it so beautifully. But let's grab our last break.
Here. I'm doctor Elise Cortez Moveon the air with Doug Lenik and Chuck
Walkindorffer. They are the co authorsof Don't Don't Wait for someone Else to
Fix It. We've been talking abit about some of the essential behaviors in
the book. After the break,we're going to finish with a couple more
state well Us. We'll be rightback. Doctor Elise Cortez is a management
(37:36):
consultant specializing in meaning and purpose.An inspirational speaker and author. She helps
companies visioneer for a greater purpose amongstakeholders and develop purpose inspired leadership and meaning
infused cultures that elevate fulfillment, performance, and commitment within the workforce. To
learn more or to invite a leaseto speak to your organization, please visit
her at Elise Cortez dot com.Let's talk about how to get your employees
(37:59):
working on purpose. This is workingon Purpose with Doctor Elease Cortez. To
reach our program today or to opena conversation with a lease, send an
email to a lease ali se atElise Cortez dot com. Now back to
working on Purpose. Thank you fordanying well us, and welcome back to
(38:28):
Working on Purpose. I mentioned inthe last break about the launch of the
So far we've been I think totwelve or thirteen cities of the Purpose Enjoy
Tour, the latest two books thatI wrote a part of those events.
So the tour experience. They arethe great revitalization, how activating meaning and
purpose can radically enliven your business,which helps leaders to learn how to build
elevating and high performance cultures and leadership. It's my latest bout of research.
(38:50):
The other of latest book is calledColoring Life, How loss invites us to
live more vibrant lives and that helpspeople who are navigating laws to transform to
growth and vitality. You can findthem both on Amazon, but come along
with the tour. It's much morefun if you're just joining us. My
guests are Doug Linic and Chuck Wachendorffer. They're the co authors that don't wait
for someone else to fix it inthe co founders of Think to perform a
(39:12):
high performance leadership development firms serving smalland large organizations in a variety of industries.
I am your host, doctor EleasQuartz. Of course, I wish
we had the ability to work throughall of your eight behaviors, but they're
so media. Of course, we'llget through maybe half of them or two
thirds of them. So the twothat I want to make sure that we
cover next, of course, hasto be achieve purposeful goals. And what
(39:36):
I loved about that when gentlemen,if one of you could speak to this
is you know you talk about youencourage people to adopt the widom whiff them
I think is what you call that. Anyway, the goal achieved that model
what stands for what do you wantfor yourself? And this approach requires achieving
self awareness about what you want,applying an asset test to your goals,
and following five clear steps for achievingthese goals. If you could just speak
(39:57):
a little bit, I mean thisnotion, I don't think from what I
can see in the work that Ido that a few people really do will
first set out to achieve purposeful goalsand then but then two have a plan
to do so Yeah, well youknow that's an interesting one too. By
the way, I loved how youpronounced it. We pronounced it witty whiffy
(40:20):
Okay, yeah, yeah, wd y wfy and um and the and
the notion is and this really relatesdirectly to the alignment model. Getting what
one wants for oneself is a rightfullyselfish process provided what one wants is in
(40:43):
harmony with principles and values. Soachieving what I want in the middle frame
is totally rightful, provided it's guidedby those principles and values. Those are
the guidelines, and then it's assimple and one of the things Chuck and
(41:07):
I spend a lot of time tryingto help people understand is simple and easy
are not synonyms. All achievement issimple and hard. It's simple and hard,
(41:27):
and each of the steps can behard by itself. So the first
step is to just have a goal, which in the acronym whitty whiffy,
there is no G. So thefirst step you got to take that one.
That's the asset test. So fora want to become a goal,
(41:47):
it has to be a want thatpasses the asset test. The asset test
is can I, which means doI have the talent and the skill and
will I? Will I decide?Sort of talent plus skills plus decision making?
(42:09):
Can I and will I afford it? And if the answers are not
yes and yes, I am dreaming, it's okay to dream, but that's
not a realistic goal. So takingthe first step is plenty hard. The
second step is to have a plan, plans come fully equipped in what we
(42:30):
call key activities. I nobody butme must non optional, do non passive
three words, I must do.That's my plan. Third step, implement
the plan. This is when itgets ugly. Now I actually have to
(42:52):
convert from deciding to doing, andthat's hard. By the way, a
lot of people have a plan thatthey decide to execute and don't execute.
There is a difference between decision anddoing. So we've got to decide and
then accompany that with doing. That'sexecution. That's the third step. Fourth
(43:16):
step control direction. What that simplymeans is your plan will not be perfect,
and implementation of your imperfect plan won'twork. So you will need to
control direction. You will start outand you will discover along the way you
(43:39):
have to make corrections. You haveto make some course corrections, keep score,
redirect and the fifth step is tothrow off discouragement. Full achievement comes
fully equipped with discouragement, and ifyou can't throw it off, it's going
to kick your butt and you're goingto not get what you are wanting to
(44:01):
get, which is rightfully yours,provided it's in alignment with your principles and
values. Now star at the chuck. Yeah, what we're talking about at
least's goal. Difference between goal settingand goal achievement. Yes, right,
so a lot of people and Ijust had this, I just had this
conversation with a company this morning.They were really good at goal setting,
(44:27):
right, we set a goal specific, it's measurable, attainable results based time
bound. We've all heard the acronymsmart. What they didn't understand, and
to Doug's point, is what theirkey activities were. Who's going to do
how much and how often to achievethat goal. So when they realized is
they set these goals but no ideaof key activities. Nobody answered the asset
(44:50):
test to us because we didn't knowwhat we had to do to achieve that.
And they're not on track, noteven close. And it's so that's
where people quit. They set agoal, but they don't have the key
activities, they don't answer the assettest question and they fail, and they
like have a bad expectation around settinggoals. So it's the it's all four
(45:12):
steps, how a plan, implementthe plan, control direction, and throw
off discouragement. That increased my oddsfor goal achievement. Oh, we have
a whole soul just about that couldn'twait, Yes, don't get read to
say we could have a whole showabout that. But you know, the
thing about goal achievement is oftentimes peopleassume that whatever plan they authored has to
(45:39):
be executed perfectly or it won't work. And the truth is the plan they
authored is imperfect. They just don'tknow that. Yes, they don't know
that. So I'll use this asan example. Since we're on TV,
I can do this. Imagine here, my index finger is underneath my chin,
(46:01):
and I decide my goal is toget my index finger to the top
of my head without leaving my face. Okay, so I've got to I've
got to move this up here,and I got to end up here.
And you know, and I thought, well, my plan is the shortest
(46:22):
distance between two points is a straightline. So I decide, I got
a plan. I'm going to gostraight up my face and I'm going to
be up here at the top ofmy head. So now that's the plan.
Now I execute the plan and Ibegin moving up. Now because I'm
talking, my mouth is open andcocking. My finger ends up in my
(46:46):
mouth. All of a sudden,I got to get out of my mouth.
I have to control direction. Igot to back up. I got
to figure out another way. Sothe process of controlling direction is taking steps
one and two over and over andover again until you get your index finger
(47:09):
up to the top of your head. That's the deal. That was an
extremely useful example. Of course,where I went on that Doug was the
only way to do that was togo actually through your mouth, through your
face, through your brain to thetop of this and that would probably not
work out well for anybody. Thatspeaks to just how badly plans can be
(47:30):
orchestrated too. Yeah, well yeah, but you can see how it plays
out. But that's that's metaphorically whatwe're trying to help people do goal.
But it is very doable. Ican say for absolute certain We've helped thousands
of people achieve what they want forthemselves. Now, does anybody ever achieve
(47:54):
perfection? No, So we talkabout progress, not perfection. Progress not
perfection is the name of the game. We're not going to you know,
the human condition is such that wewill always see problem and opportunity in our
circumstance, right so, and Ithink that to that point around progress,
(48:15):
the nice thing about the eight essentialsis you don't have to implement all eight
If you start something out of oneof those essentials and start to implement it.
You will have an impact in yourlife or in your business. That's
the nice thing is it'd be greatif I implement at all eight. That's
probably not going to happen. Imean, Doug and I are I'm sixty
(48:37):
two years old, Doug seventy.We've been working on the eight essentials,
and I will still continue to workon the essentials for the rest of my
life. And there's always opportunities forme to get better. But I could
start with focusing on one essential,and I gues you'll have an impact.
Okay, So, Chuck, thatis a great way to finish the show.
We are at a time and Igot to tell you that was beautiful
because people could go, oh mygod, these eight things. I gotta
(48:59):
get good at eight of these things. No, if you just did one
of them, worked on one ofthem, you would move the needle on
the steel. So Dog, youwanted to say something and we gotta gotta,
I would say this. What wewanted to do and what we've meant
for this book to be is aused book. Yes, I used book.
And literally the idea is you canopen it up to any page,
(49:22):
any chapter and if all you didwas focus on that one essential, it
will change your life. Agreed,Doug. Agreed, guys, I'm so
happy to know you. Thank youso much for coming into my sphere.
Mad pleasure. You can run,but you can hide. I somehow show
people's doors so it could happen,just so you know. Thank you both
(49:43):
for being on working on purpose.It's a pleasure. Pleasures ours, thankfully,
take care. Thank you, You'rewelcome. Listeners and viewers. If
you only about Doug Lenk, Chuckwalking door, if their work at Think
to perform, order book, don'twait for someone else to fix it.
You can start by going to Thinkthe number two perform dot com, Think
tooperform dot Com. Last week,if you missed the live show, you
(50:04):
can almost catch it re recorded apodcast. We were on the air with
Travis James, the founder and chieftechnology officer of Tribe Health Solutions, talking
about his passione democratize health records andput them into the hands of patients.
He also gave us a very powerfulcrimer on the uses of chat GPT.
Next week will be on the airwith Curtis Bateman, who is the co
author of Change, How to TurnUncertainty into tomorrow. See you there,
(50:28):
and remember that work as an integraland important part of our lives and can
be one of the best adventures andmeans of realizing our potential and making the
impact we crave. So let's workon Purpose. We hope you've enjoyed this
week's program. Be sure to tuneinto Working on Purpose featuring your host,
doctor Elise Cortez, each week onW four CY. Together we'll create a
(50:50):
world where business operates conscientiously, Leadershipinspires and passion performance and employees are fulfilled
in work that provides the meaning andpurpose they crave. See you there,
Let's work on Purpose.
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