October 30, 2025 • 41 mins
We continue our seven-part mini-series on Creating Alignment with Your People by exploring the second element of culture — Work Style Alignment.
In this episode of Building a Clear Authentic Brand, I explain why work style alignment is one of the most overlooked yet powerful drivers of employee engagement and performance. You’ll learn how to define your company’s natural work style, communicate it clearly, and attract people who are wired to thrive within it.
Because when people love how they work as much as what they do, everyone wins.
Episode Highlights
- Why work style alignment matters
- How to identify your company’s natural work style
- The six components that define how your business operates day to day
- Why great people struggle in environments that don’t fit their rhythm
- The link between work style alignment, engagement, and performance
- How clarity around your work style protects culture and reduces burnout
Resources & Links
- Learn more at ClearAuthenticBrands.com
Related Episodes
- Episode 12: Creating Alignment With Your People
- Episode 13: Values Alignment- What You Believe Drives How You Lead
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Amy Dardis (00:10):
Welcome back to the Build A Clear Authentic
Brand podcast.
I'm your host, Amy Dardis.
And today we're continuing ourseven-part series on creating
alignment with your people.
We're in part three of ourseven series arc.
And in this series, we'reexploring the three dimensions
of alignment, the three C's: culture, capacity, and (00:30):
undefined
contribution.
And we're currently breakingdown this first dimension of
culture.
And within culture, thatincludes values, work style,
traits, and non-negotiables.
And in our last episode, wetalked about aligning values,
(00:53):
defining what we believe and howthose beliefs shape our
decisions.
So if you haven't checked thatout, I encourage you to look at
that one as well.
But today we are focusing onwork style alignment.
Now, this is a popular debate,if not even controversial.
(01:14):
And we hear things all the timelike remote work versus on-site
work, autonomy versusoversight, flexibility versus
structure.
And people can get very hotabout what's right, what's
wrong, what should be allowed,what shouldn't.
And I'm seeing conversationsabout this all over platforms
(01:36):
like LinkedIn and in businesscircles, and like what is the
right thing to do, and how dopeople work best?
And even this theory of beingopen to just however people do
their best work is is is what weallow here, and we're open to
that.
And that's great, and I lovethat.
(01:57):
But I also feel like thisdebate kind of misses the point
of what it is that reallymatters because it's not about
which one is better, becausethere's honestly there's no
single right way to work.
And despite a business's bestefforts and intentions, even a
(02:20):
business that's open to allkinds of different work styles,
a business will never be able toprovide the most ideal working
space for everybody.
And so the question is reallywhat is right for your business
at this place in time?
What working style supports thegreater good of the company for
(02:46):
your goals and objectives?
And then work style alignmentis about finding people who are
naturally wired to thrive withinyour environment.
And so there are two aspects towork style alignment.
One is individuals thriving inenvironments that align with
(03:10):
their unique work style.
And the second one is teamsthriving together when alignment
exists.
So this theory, this concept ofwork style alignment is
something that took me a longtime to realize and to fully
(03:33):
understand how and why this cameinto play.
But when it did, it was a hugelight bulb moment to realize the
magnitude of this concept andhow significant it is in
alignment.
And so I'm gonna break thisdown a little bit through my own
(03:55):
story.
So I have had a variety ofdifferent jobs, and there's
different phases to my career.
And so within the first 10years of my career, I was mainly
in admin and finance type jobsand workplaces.
And throughout those 10 years,I honestly was never passionate
(04:21):
about work.
And I would consider myselflike a mediocre employee.
I was not terrible.
I did my job.
And there are different reasonsfor this, a lot of which I've
(04:43):
dissected in my own journey ofexploring this alignment concept
and what that means and why.
But within this one phase of myjob, I was working in
businesses that valuedstructure.
(05:04):
They valued following rules.
And it wasn't just that theyvalued it, that was the style in
which work got done.
Like that described theenvironment of the work.
So when you show up to workeach day, there were certain
procedures that needed to befollowed.
There were controls that werein place to mitigate risk, to
(05:30):
mitigate mistakes.
And there was a lot of blackand white.
There wasn't a lot ofcreativity or freedom or
innovation or flexibilitybecause that's not what the
business required.
Because again, I was working inbusiness and finance
(05:52):
businesses, right?
So, or sorry, I was working inlike finance and admin
businesses where you want thereto be processes and controls,
and you want things to be done acertain way each time.
So there was lots of routine,lots of like you show up and you
do these things at thebeginning of the month, you do
(06:13):
these things in the middle ofthe month, you do these things
at the end of the month.
Everything needs to balance andcheck out down to the last
penny, and then we're going torepeat for the next month.
That was what the businessneeded, and it made them
successful and it served theirclients and customers well.
The problem for me is that thatconflicted with my own unique
(06:39):
work style, which at the time Ihad not developed, I had not
fully realized, I didn'tunderstand the concept, nor did
I realize that it didn't alignmuch less what my work style
actually was.
So I learned about my own workstyle once I was thrown into the
(07:00):
world of entrepreneurship whenI was my own boss.
And I had to figure out how Iworked best.
And that was a process of trialand error and nobody telling me
what to do, and there were nospecific guidelines on how I
needed to work, only the objectof what are the deliverables,
(07:21):
what are the results I'm goingafter, what are the outcomes I'm
trying to achieve for mybusiness and for my clients.
And then me figuring out how Ioperated best.
And it was in this world ofentrepreneurship that I started
to realize my work style.
And it was freedom, it wasflexibility, it was autonomy, it
(07:47):
was getting up and working inspurts versus continuous routine
blocks.
I liked to follow mycreativity.
I liked to get up and work whenthe inspiration hit.
I liked to be in flow andcreative moment and that
doesn't, that didn't fall withinthe lines of an eight to five
(08:11):
structure.
But I realized that when I wasin my flow, when I was hit with
inspiration and creativity andmomentum, that the results that
came out of it were amazing,that I was completely focused.
I wasn't distracted, I wasn't,you know, procrastinating.
(08:32):
Like I was doing the work Ineeded to do.
And I was 100% focused andproductive.
And I was like, wow, this isthis is really cool.
Like I've never felt like thisbefore when I've worked.
What is this feeling?
And I realized that one, itdidn't, for me, it didn't last
all day, every day.
It wasn't a pattern, but it wasa rhythm.
(08:57):
And it was something where I'mlike, oh wow, these specific
certain circumstances orenvironments promote more of
this flow state, being able tosit down and focus without
distractions, light music in thebackground, no phone calls or
meetings.
But I also learned that on dayswhere I had to do some deep
(09:20):
thought work, that I couldn'thave anything else on my
calendar because that created adistraction.
That if I knew I had meetingsor only chunks of time, I
learned how to like time blockmy schedule in order to promote
the most productive workenvironment that matched how I
(09:42):
worked.
Now that's very unique to justme as an individual, whereas
like my husband, who's also anentrepreneur, his work style is
different.
But the beauty of being anentrepreneur is that you can
kind of decide what your workstyle is, and there's there's a
lot of freedom and flexibilitywith that, which I that's what
(10:04):
promotes my productivity andcreativity.
Now, I had never been in a jobpreviously that had ever allowed
that.
And when I went to work for oneof my clients, which was a
unique situation, it's not likeI applied for a job posting.
(10:26):
It was something that cameabout organically with a client
that I had a relationship withand not something either one of
us were necessarily pursuing,but an opportunity ended up
coming up and I felt like Godwas leading me to take this job.
So when I went to work for him,because I had learned this
(10:53):
about myself, one of the thingsI told him was if you want my
best work and my bestcontribution, I have to be able
to work within this work style.
I have to have some freedom andautonomy.
I want to be able to be hybrid.
I will be at the office, I willbuild relationships, I will be
(11:15):
present, but I need time in myschedule.
I need freedom and flexibilityto be able to have this creative
work time.
And I ended up going to workfor him at the end of 2019.
And then COVID hit.
So that just helped that causea little bit more because
(11:38):
everybody was then workingremotely or hybrid for a I don't
know, a decent amount of time.
So I wasn't the only one.
However, I thrived andcontributed in that work style.
But what I realized throughthis process was that my work
(12:00):
style didn't match the workstyle of this company that I had
gone to work for.
And so it created friction.
And it wasn't that my work'sthis company's work style was
like the jobs and the admin andthe finance.
It wasn't nearly that rigid, itwasn't nearly that
(12:21):
process-driven.
There was a lot of flexibility,there was a lot of freedom,
there was a lot of autonomy,there was a lot of relationship
and collaboration that happened.
It was a lot of thinking onyour feet.
And so there were there werethings about their work style
that that absolutely did matchmine.
(12:43):
And so it created somealignment.
However, at the end of the day,there ended up being enough
friction and enough tension thatit did create misalignment.
And so I realized, wow, thiswork style is a part of this
(13:06):
understanding of culture andalignment and the way that a
business operates.
Because at the time I wasstudying EOS and we were
implementing EOS into thecompany, and I understood the
right fit or a culture fit beingsimply sharing core values.
(13:30):
And what I have just come todiscover is that it's more than
that.
It is that that's superimportant.
You know, we spent the previousepisode talking about values
and beliefs and convictions andaligning around them.
However, you could share thesame values, you could be
(13:54):
aligned in that area.
But if you don't share the sameworking style, it's not
necessarily a deal breaker, butit does create tension and
friction.
And if you have enough of that,it can create obstacles and
problems within yourorganization.
And so the focus is to minimizethat where you can as much as
(14:21):
possible and as often aspossible.
So creating your work style orunderstanding your work style
first starts with understandinglike how does the business need
to run?
Like, what's the environment?
What's the pace?
(14:42):
What's the communication style?
And we'll dive into theseelements in a little bit.
That makes up how the businessdoes its best work.
And then once you have thatfigured out, one, you can
clarify it, then you cancommunicate it, and then you can
(15:04):
align people around it and holdpeople accountable.
So there's that clarityalignment accountability
framework, just like that.
Boom.
So we want to attract peoplewho will naturally thrive within
your work style.
Because when that's their workstyle, we're getting this sense
(15:28):
of flow, we're getting thismaximum contribution, we're
getting this value that comesout of them when they're working
in a way that really alignswith how they're wired to work.
And the other area that Istarted to notice this in, not
only in my own story, but when Iworked for this organization as
(15:50):
well.
During this time, I was likestudying people and the hiring
process and retention and howall of these elements came into
play.
And I couldn't put words to itat the time.
But what I did know and madesure to do was I understood that
the way our business operatedat the time, it was fast pace.
(16:15):
It was think on your feet.
It was 10 things coming at youall the time.
And so you had to be able tomultitask, you had to be able to
pivot, you had to be able toprioritize.
And that had to excite you,that had to thrill you, that had
to challenge you and motivateyou.
(16:36):
But what I saw is we would hiresome employees who did share
our values and who did align inother areas and who were in the
right seat for their specificskill set.
But the pace at which weoperated, the the working style
(16:59):
and the environment of thebusiness was overwhelming and it
was stressful.
And it ended up leading toburnout.
And I realized, wow, this isthis is some, there's something
here.
And so I started like bringingthat into the hiring process and
bringing that into theinterview process of really kind
(17:21):
of figuring out, like, hey,like, do you like fast-paced
things?
Do you like some ambiguity?
Do you like some gray area?
Because if you don't, you won'tenjoy working here.
You will feel overwhelmed, youwill feel stressed out, and you
will burn out and you will leavebecause I had seen it happen.
And so it wasn't tillafterwards that I was able to
(17:44):
really like put terms around thewhat I was observing through
this of like, oh wow, there's anactual style.
And every business has theirown environment.
And it's it just exists.
It's not, it's again, it's notsomething that you create.
Like, you don't create yourenvironment, it happens.
(18:08):
What we do is we clarify it, weunderstand what it is so that
we can communicate it to people,and so we can let them know and
what they're getting themselvesinto, and we can also make
decisions based on is thisperson going to thrive working
(18:30):
in this environment?
Is that going to bring abouttheir best work or will it
inhibit it?
So if you can have great peoplewho believe what you believe,
but if the environment doesn'talign with how they're wired to
work, then they won't thrive.
And when you when they don'tthrive, when the employee
(18:51):
doesn't thrive, the businessdoesn't thrive because you're
not getting this maximumcontribution and value that they
are capable of delivering.
And we'll dive more about thatinto the contribution dimension
(19:12):
of alignment.
But work style isn't aboutwho's right and who's wrong,
it's understanding thateverybody works differently.
And when we can create clarityaround how the business works,
then it helps people findenvironments where they can
flourish.
(19:32):
And that's really what we'reafter, is because when we're in
this flow state, in thisflourishing environment, based
on how we're hardwired, then wecan really deliver a higher
value, a higher contribution tothe business.
But then us as individuals, wefind more meaning, more
(19:57):
engagement in our work.
So when we have misalignment inthis work style, we're gonna
see friction, frustration,burnout, tension because their
natural rhythm doesn't match thecompany's rhythm.
And when we have too manydifferent work styles in one
(20:20):
business, it just will breedtension.
It just will, because you willhave some work styles that
prefer something that is morestructured, more
process-oriented, moremethodical.
And then you will have somework styles that are fast-paced
and creative and flexible andgray area.
(20:44):
And when you have a bunch ofdifferent competing work styles,
it's you're going to havetension and friction.
And that will keep the teamfrom operating at their highest
level, and then it will keep themomentum in your business from
(21:06):
really being able to pick upspeed.
So when it's missing, when thiswork style alignment is
missing, it's confusion andstress, it looks like declining
engagement, turnover andburnout, tension and friction,
and then those obstacles thatare detracting from the overall
(21:30):
goal and mission of the brand.
But when it's there, so whenpeople are in an environment
that matches their work style,they're going to be energized by
the pace and the structure.
Like they're just going to belike, yes, like this is this is
exciting, this is motivating,this inspires me to be more
(21:55):
creative.
I'm more committed to thiswork.
We're going to have, we'regoing to see more innovation,
more growth.
And it's really this like flowstate of work where just all the
cylinders are going off the waythey need to.
Everything's working how itshould.
And we're we're not just movingforward, we're we're creating
(22:21):
momentum, like we're doingthings, we are growing.
And in order to do this, we'dhave to know how our business
needs to operate, like whatmakes the most sense for us.
And then let's find the peoplewho thrive naturally within
(22:43):
that.
So when we're looking at ourwork style, there are a couple
different areas to look at.
And there's no right or wrongway to define your work style,
but there's six differentcomponents that I would
consider.
So the first component is pace,which is the overall speed and
(23:06):
urgency of how work gets done.
Are you fast moving and highenergy, or are you more steady
and methodical?
The second component isstructure.
So, how what's the amount oforganization, systems, and
process control that exists indaily works?
Like, is this a business thatoperates with a lot of defined
(23:28):
systems and SOPs?
Or is it a business that's moreflexible and adaptive to
approaches?
And you'll find that that rightthere will create a ton of
friction.
If you have someone who's like,give me the SOP, give me the
process, I will follow it.
And then you have people whoare like, but rules are made to
be broken, you know?
(23:49):
And then the third component iscollaboration.
So what's the level of teamworkand shared decision making
that's expected?
Is this like a veryteam-focused and interactive
type environment?
Or is it more independent andtask-driven?
The fourth component to look atis autonomy.
(24:10):
So, what's the degree offreedom and ownership
individuals have and how theywork?
Is it more self-directed andempowered, or is it more guided
and closely supported?
The fifth component iscommunication.
So, how is information shared,discussed, and resolved?
(24:31):
Is it direct and informal?
Is it thoughtful and measured?
Like, how do you communicate asa team?
Is this uh over-communicate?
Is this a we like to emailabout everything kind of
communication?
Or is this nothing's writtendown, everything's informal?
We just kind of like mention itas we think about it.
(24:52):
Like you have this style,whatever it is, like I said,
we're not creating it, we'rejust understanding it.
How do you communicate?
And then decision making wouldbe the sixth component.
So, how are choices made andand who has authority?
So, is this like a very one, isit quick and decisive versus
(25:15):
careful and consistent consensusdriven?
Is this like a chain of commandtype of environment, or is it a
like, hey, you are empowered tomake your own decision as long
as you can back it up?
Like we encourage that, weencourage you to make decisions,
or we encourage you to seekpermission or do it and then ask
(25:37):
for forgiveness later.
I mean, you just think aboutwhat would describe how your
business operates the best.
And if you have too many workstyles in your business right
now, it might be a littleconfusing to kind of pinpoint
(26:00):
that.
So take a step back and look atyour own work style just as a
leader, and then look at thebusiness.
Like, what does your businessneed in order to operate it's at
its highest potential, in orderto serve your customers to the
(26:20):
highest level of excellence, andthen work backwards?
Like what kind of communicationdoes that require?
What kind of structure, pace,autonomy, you know, what does
that look like?
And so just some quick examplesof work style.
So you could be fast-paced andhigh energy, like you're a kind
of company that like movesquickly, adapts fast, and you're
(26:40):
just like, let's go, let's go,let's go.
But on the opposite side ofthat is you're a business that's
like really methodical anddetail-oriented, like you plan
carefully and you protectquality through precision.
And sometimes this isdetermined even by the industry
that you're in or the marketthat you're in.
You could be a company that'sreally highly collaborative and
(27:02):
you want people to cometogether.
Your work style promotes peoplebeing together in the office or
on Zoom calls, having fun,playing games.
It's very relaxed because itvalues creativity.
And so you need that through alot of collaboration and people
(27:24):
working together on things andunderstanding how to communicate
with each other and coming upwith new ideas.
Or it could be completelyopposite of that, and it could
be very autonomous andself-driven, where it's like you
have your team of people andthey very much do their own
thing.
It's like everybody has amission, and each day we send
(27:45):
them out to accomplish thatmission.
And it's not a lot ofinteraction, it's more just
like, hey, we're all a part ofthe same company.
We know what the values are andthe goals are, but we're very
much operating on our ownschedule, on our own timeline,
and it's based on the resultsthat we're delivering.
So very different.
(28:06):
You could be flexible andadaptive, being very like open
to change and pivoting andlearning as you go along.
Or again, opposite of that, youcould be very process-driven
and structured, where it's likeyou very much rely on clear
systems and SOPs forconsistency.
There are businesses where it'slike SOP, SOP, SOP.
(28:27):
And then there are businesseswhere like, what's a SOP?
Like, what do you mean?
Write it down.
Like, what and I'll be like,what's your process for doing
this?
And they're like, I don't know.
We just kind of wing it eachtime.
Like it, they're they're alldifferent, they're all unique,
but the the point is just todefine what reflects your
culture the best.
Because the next step is makingsure that you're attracting
(28:53):
people who who like that, whovalue that, who work the best
within those specificsituations.
And then you're you're trainingthat and coaching and saying,
hey, this is how we do business.
Like it's not accidental, maybeit was at one point, but now
it's intentional.
Now it's intentional because itcreates the most value, it
(29:19):
creates the most productivity,it creates the best results when
we're operating in this way.
And so if someone doesn'tthrive in your environment, it
doesn't make them a bademployee.
It doesn't mean that there'ssomething wrong with them.
It just means that theirnatural way of operating and
working doesn't align the bestwith how your your company needs
(29:44):
to operate.
And this can look like if youhave someone who is very process
driven and structured and theywant to show up to work Monday
through Friday, they want tocome in at the same time, they
want to leave at the same time.
They want to follow the SOP.
They want to be veryconscientious about the details,
(30:07):
mitigate risk.
This kind of structure andpredictability gives them a
sense of peace and security.
And when they have that peaceand the security, it frees them
up to do their best work.
And they can focus on thedetails, they can see things
(30:29):
that others miss, they can makesure that mistakes aren't being
made.
And it creates thisaccountability and consistency.
And they love that.
Like that makes them feel goodat the end of the day.
Whereas you could have someonewho shows up five, 10, 15
(30:51):
minutes past the time they weresupposed to be there.
Timelines are fluid, they move,and they don't want to be told
how to do something.
They just want to know what thegoal is and they want to find
(31:11):
their own way there.
Well, they're not going to feelenergized and motivated in this
very structured environment.
They're going to feelrestricted.
They're going to feelunmotivated.
They're going to feel like theycan't break free.
And then that's going to,they're just going to focus on
(31:34):
that.
They're just going to focus onthis box that they're in.
And I'm speaking about myselfhere and how I have felt about
these things.
I was like, when I worked inthese businesses where I had to
be there at 7 a.m.
and I had I had to stay until 4p.m.
My focus became about all theserules and restrictions and how
(31:57):
it kind of sucked the life outof me.
And that that became what Ithought about.
Versus once I got rid of thoserestrictions, once I got rid of
those, like you have to start at7.
You can, in my world, I'm like,I can start at whatever time I
want.
Some days it's seven.
Some days it's 10.
Some days I'm working at 7 p.m.
(32:18):
To me, it doesn't matterbecause it when I remove those
inhibitors, it frees me up tofocus on my best work.
But for the SOP person, they'relike, what do you mean?
Like that is that is stressful.
That is, how can you, when doyou know when to relax?
(32:40):
When do you know when to leavework?
When do you know when your dayis done?
How can you know what you'regoing to do that day?
And if you don't have a plan,and if the plan is different
every day, how can you focus onon the work that you need to do?
Like very different work styleshere.
(33:00):
And neither one of them arewrong.
So just by helping people be inthe best work environment for
themselves.
And there, like I said, there'sno right or wrong way to do
this.
I mean, whether you're hybridor remote or on site, it there's
(33:22):
none of those are wrong.
You decide what works the bestfor your business.
I mean, I have seen worked withbusinesses where they were 100%
remote.
I've worked with businesseswhere they were hybrid, where
they were on site.
It's not about one or theother, but it's making sure you
know what it is, and then havingthe people on your team who are
(33:45):
going to flourish in yourspecific type environment
because they are clear on whatthat is, and they do their best
work within that environment.
So back to our tale of twobrands that we introduced last
episode.
Remember, we have twocompanies, two home builders, we
(34:07):
have precision builders, and wehave vision builders.
So last week we introduced themand we talked about their
values.
Precision builder is very muchfocused on doing what's right.
They're safe, they'reconsistent, they value
accountability and precision andunimpeachable character.
(34:29):
And so for them, their workstyle looks like this
structured, steady, andprocess-driven organization.
There's lots of plans, theyvalue procedures, checklist
documentation.
So they have a documentationfor everything, they have an SOP
for everything, they have achecklist for everything, like
(34:50):
checklist manifesto.
This is good in like theairline industry.
You definitely want that beforeyou get on that plane.
And they're like, oh, thankgoodness.
Like, did you go over thechecklist?
And for you know, this buildingcompany, this checklist helps
them ensure this precision andthis safety.
(35:13):
Their decisions are thoughtfuland risk-aware, and they
communicate clearly and theydocument everything and they
expect the same for others.
So every change order, everyprocedure, every process, it is
documented.
And they like the stability.
They don't want the change.
(35:33):
Like once a system works, it'sprotected and refined.
So this is very structured,very organized.
However, we also have visionbuilders who are unique in their
own way.
They're all about innovationand adaptability and creating
better ways to build.
(35:54):
They value challenging theordinary.
So when they're looking attheir work style and how they
(36:24):
operate each day, we're lookingat a business that is fast
moving, flexible, and innovationdriven.
So lots of creative problemsolving versus like the rigid
adherence to the process.
So this isn't like let's followthe process.
It's how can we make thisprocess better?
(36:45):
Or hey, I see this situ in thisspecific situation.
If we go around this specificprocess, we'll get a better
outcome.
Well, for precision builders,that's like, what?
No.
And for vision builders,they're like, yeah, because this
is what we're all about.
(37:06):
Vision builders is verycomfortable with ambiguity.
So they learn by trying,testing, adjusting.
It doesn't have to be sospecific down to the very
detail.
It's more about the idea thanit is like there being no risk
involved.
(37:27):
There's a lot of like opencommunication, brainstorming.
Not everything is documented,or if it is, it's more of like a
high-level guide.
Like this is kind of how we doit.
This is the roadmap, but thisis the objective we're after,
and how we get there is isn't asimportant.
(37:48):
And so their work style isgonna be an environment where
experimentation is celebrated.
It's not feared versusprecision builders,
experimentation would be sostressful.
It would be like frowned upon,looked down upon because they
(38:09):
celebrate consistency.
They celebrate following thistried and tested and proven
method that they know gets themconsistent results.
So two very different types ofwork styles here.
So you want to find the personwho is like if you're again
(38:31):
looking at this open positionfor one of these two companies,
let's say they're hiring for aproject manager and you have
these two job listings andthey're talking about their
values and they're talking abouttheir work style, you as the
candidate should be able toself-identify which one is going
(38:53):
to be a better fit for you.
And then them as the employer,when they're looking at their
candidates, when they're goingthrough their interview process,
they are clear about the typeof person who's going to operate
best and thrive the best and behappy working in their
(39:14):
environment, who's they're goingto find that peace and that
security and that comfort, orthey're going to value this
freedom and this flexibility, orwhatever the combination is.
And that's the beauty of it isevery business is unique.
There will never be a businessthat has the same values, the
same work style, the sametraits, the same
(39:37):
non-negotiables.
Like there's there's nuances toall of it, and that's where we
get this like clear, authenticbrand.
You are unique.
Your brand is unique.
And we want to embrace that.
We want to lean into that.
We want to clarify it asclearly and as succinctly and
(39:58):
tangibly as we can.
And then we want to live itout.
Like we want to build thisbrand that really does align
with everything that we believein, that we say, that that's the
experience people have.
And our customers and ouremployees are gonna value that,
they're gonna honor that,they're going to believe in that
(40:19):
because it's so clear and it'sso authentic.
And we get to have the impactand pursue this calling that we
have on our business.
So cool.
So, just a quick recap youknow, this clarity around your
(40:41):
work style really does help theright people thrive and protect
your culture from unnecessaryand avoidable friction.
And this is really about owningyour authentic identity, like
understanding what needs tohappen for your people to
thrive, and then finding peoplewho specifically want to work in
(41:07):
that type of environment.
And so, next episode, we'regonna continue this series,
we're gonna continue with thistale of our two brands, and we
are going to be exploring traitsalignment, which is identifying
the inherent characteristics ofthe people who are gonna thrive
(41:27):
in your business.
So, as always, you can learnmore at
clearauthenticbrands.com.
That's all for this episode.
See you next time.
Welcome back to the Build A Clear Authentic
Brand podcast.
I'm your host, Amy Dardis.
And today we're continuing ourseven-part series on creating
alignment with your people.
We're in part three of ourseven series arc.
And in this series, we'reexploring the three dimensions
of alignment, the three C's: culture, capacity, and (00:30):
undefined
contribution.
And we're currently breakingdown this first dimension of
culture.
And within culture, thatincludes values, work style,
traits, and non-negotiables.
And in our last episode, wetalked about aligning values,
(00:53):
defining what we believe and howthose beliefs shape our
decisions.
So if you haven't checked thatout, I encourage you to look at
that one as well.
But today we are focusing onwork style alignment.
Now, this is a popular debate,if not even controversial.
(01:14):
And we hear things all the timelike remote work versus on-site
work, autonomy versusoversight, flexibility versus
structure.
And people can get very hotabout what's right, what's
wrong, what should be allowed,what shouldn't.
And I'm seeing conversationsabout this all over platforms
(01:36):
like LinkedIn and in businesscircles, and like what is the
right thing to do, and how dopeople work best?
And even this theory of beingopen to just however people do
their best work is is is what weallow here, and we're open to
that.
And that's great, and I lovethat.
(01:57):
But I also feel like thisdebate kind of misses the point
of what it is that reallymatters because it's not about
which one is better, becausethere's honestly there's no
single right way to work.
And despite a business's bestefforts and intentions, even a
(02:20):
business that's open to allkinds of different work styles,
a business will never be able toprovide the most ideal working
space for everybody.
And so the question is reallywhat is right for your business
at this place in time?
What working style supports thegreater good of the company for
(02:46):
your goals and objectives?
And then work style alignmentis about finding people who are
naturally wired to thrive withinyour environment.
And so there are two aspects towork style alignment.
One is individuals thriving inenvironments that align with
(03:10):
their unique work style.
And the second one is teamsthriving together when alignment
exists.
So this theory, this concept ofwork style alignment is
something that took me a longtime to realize and to fully
(03:33):
understand how and why this cameinto play.
But when it did, it was a hugelight bulb moment to realize the
magnitude of this concept andhow significant it is in
alignment.
And so I'm gonna break thisdown a little bit through my own
(03:55):
story.
So I have had a variety ofdifferent jobs, and there's
different phases to my career.
And so within the first 10years of my career, I was mainly
in admin and finance type jobsand workplaces.
And throughout those 10 years,I honestly was never passionate
(04:21):
about work.
And I would consider myselflike a mediocre employee.
I was not terrible.
I did my job.
And there are different reasonsfor this, a lot of which I've
(04:43):
dissected in my own journey ofexploring this alignment concept
and what that means and why.
But within this one phase of myjob, I was working in
businesses that valuedstructure.
(05:04):
They valued following rules.
And it wasn't just that theyvalued it, that was the style in
which work got done.
Like that described theenvironment of the work.
So when you show up to workeach day, there were certain
procedures that needed to befollowed.
There were controls that werein place to mitigate risk, to
(05:30):
mitigate mistakes.
And there was a lot of blackand white.
There wasn't a lot ofcreativity or freedom or
innovation or flexibilitybecause that's not what the
business required.
Because again, I was working inbusiness and finance
(05:52):
businesses, right?
So, or sorry, I was working inlike finance and admin
businesses where you want thereto be processes and controls,
and you want things to be done acertain way each time.
So there was lots of routine,lots of like you show up and you
do these things at thebeginning of the month, you do
(06:13):
these things in the middle ofthe month, you do these things
at the end of the month.
Everything needs to balance andcheck out down to the last
penny, and then we're going torepeat for the next month.
That was what the businessneeded, and it made them
successful and it served theirclients and customers well.
The problem for me is that thatconflicted with my own unique
(06:39):
work style, which at the time Ihad not developed, I had not
fully realized, I didn'tunderstand the concept, nor did
I realize that it didn't alignmuch less what my work style
actually was.
So I learned about my own workstyle once I was thrown into the
(07:00):
world of entrepreneurship whenI was my own boss.
And I had to figure out how Iworked best.
And that was a process of trialand error and nobody telling me
what to do, and there were nospecific guidelines on how I
needed to work, only the objectof what are the deliverables,
(07:21):
what are the results I'm goingafter, what are the outcomes I'm
trying to achieve for mybusiness and for my clients.
And then me figuring out how Ioperated best.
And it was in this world ofentrepreneurship that I started
to realize my work style.
And it was freedom, it wasflexibility, it was autonomy, it
(07:47):
was getting up and working inspurts versus continuous routine
blocks.
I liked to follow mycreativity.
I liked to get up and work whenthe inspiration hit.
I liked to be in flow andcreative moment and that
doesn't, that didn't fall withinthe lines of an eight to five
(08:11):
structure.
But I realized that when I wasin my flow, when I was hit with
inspiration and creativity andmomentum, that the results that
came out of it were amazing,that I was completely focused.
I wasn't distracted, I wasn't,you know, procrastinating.
(08:32):
Like I was doing the work Ineeded to do.
And I was 100% focused andproductive.
And I was like, wow, this isthis is really cool.
Like I've never felt like thisbefore when I've worked.
What is this feeling?
And I realized that one, itdidn't, for me, it didn't last
all day, every day.
It wasn't a pattern, but it wasa rhythm.
(08:57):
And it was something where I'mlike, oh wow, these specific
certain circumstances orenvironments promote more of
this flow state, being able tosit down and focus without
distractions, light music in thebackground, no phone calls or
meetings.
But I also learned that on dayswhere I had to do some deep
(09:20):
thought work, that I couldn'thave anything else on my
calendar because that created adistraction.
That if I knew I had meetingsor only chunks of time, I
learned how to like time blockmy schedule in order to promote
the most productive workenvironment that matched how I
(09:42):
worked.
Now that's very unique to justme as an individual, whereas
like my husband, who's also anentrepreneur, his work style is
different.
But the beauty of being anentrepreneur is that you can
kind of decide what your workstyle is, and there's there's a
lot of freedom and flexibilitywith that, which I that's what
(10:04):
promotes my productivity andcreativity.
Now, I had never been in a jobpreviously that had ever allowed
that.
And when I went to work for oneof my clients, which was a
unique situation, it's not likeI applied for a job posting.
(10:26):
It was something that cameabout organically with a client
that I had a relationship withand not something either one of
us were necessarily pursuing,but an opportunity ended up
coming up and I felt like Godwas leading me to take this job.
So when I went to work for him,because I had learned this
(10:53):
about myself, one of the thingsI told him was if you want my
best work and my bestcontribution, I have to be able
to work within this work style.
I have to have some freedom andautonomy.
I want to be able to be hybrid.
I will be at the office, I willbuild relationships, I will be
(11:15):
present, but I need time in myschedule.
I need freedom and flexibilityto be able to have this creative
work time.
And I ended up going to workfor him at the end of 2019.
And then COVID hit.
So that just helped that causea little bit more because
(11:38):
everybody was then workingremotely or hybrid for a I don't
know, a decent amount of time.
So I wasn't the only one.
However, I thrived andcontributed in that work style.
But what I realized throughthis process was that my work
(12:00):
style didn't match the workstyle of this company that I had
gone to work for.
And so it created friction.
And it wasn't that my work'sthis company's work style was
like the jobs and the admin andthe finance.
It wasn't nearly that rigid, itwasn't nearly that
(12:21):
process-driven.
There was a lot of flexibility,there was a lot of freedom,
there was a lot of autonomy,there was a lot of relationship
and collaboration that happened.
It was a lot of thinking onyour feet.
And so there were there werethings about their work style
that that absolutely did matchmine.
(12:43):
And so it created somealignment.
However, at the end of the day,there ended up being enough
friction and enough tension thatit did create misalignment.
And so I realized, wow, thiswork style is a part of this
(13:06):
understanding of culture andalignment and the way that a
business operates.
Because at the time I wasstudying EOS and we were
implementing EOS into thecompany, and I understood the
right fit or a culture fit beingsimply sharing core values.
(13:30):
And what I have just come todiscover is that it's more than
that.
It is that that's superimportant.
You know, we spent the previousepisode talking about values
and beliefs and convictions andaligning around them.
However, you could share thesame values, you could be
(13:54):
aligned in that area.
But if you don't share the sameworking style, it's not
necessarily a deal breaker, butit does create tension and
friction.
And if you have enough of that,it can create obstacles and
problems within yourorganization.
And so the focus is to minimizethat where you can as much as
(14:21):
possible and as often aspossible.
So creating your work style orunderstanding your work style
first starts with understandinglike how does the business need
to run?
Like, what's the environment?
What's the pace?
(14:42):
What's the communication style?
And we'll dive into theseelements in a little bit.
That makes up how the businessdoes its best work.
And then once you have thatfigured out, one, you can
clarify it, then you cancommunicate it, and then you can
(15:04):
align people around it and holdpeople accountable.
So there's that clarityalignment accountability
framework, just like that.
Boom.
So we want to attract peoplewho will naturally thrive within
your work style.
Because when that's their workstyle, we're getting this sense
(15:28):
of flow, we're getting thismaximum contribution, we're
getting this value that comesout of them when they're working
in a way that really alignswith how they're wired to work.
And the other area that Istarted to notice this in, not
only in my own story, but when Iworked for this organization as
(15:50):
well.
During this time, I was likestudying people and the hiring
process and retention and howall of these elements came into
play.
And I couldn't put words to itat the time.
But what I did know and madesure to do was I understood that
the way our business operatedat the time, it was fast pace.
(16:15):
It was think on your feet.
It was 10 things coming at youall the time.
And so you had to be able tomultitask, you had to be able to
pivot, you had to be able toprioritize.
And that had to excite you,that had to thrill you, that had
to challenge you and motivateyou.
(16:36):
But what I saw is we would hiresome employees who did share
our values and who did align inother areas and who were in the
right seat for their specificskill set.
But the pace at which weoperated, the the working style
(16:59):
and the environment of thebusiness was overwhelming and it
was stressful.
And it ended up leading toburnout.
And I realized, wow, this isthis is some, there's something
here.
And so I started like bringingthat into the hiring process and
bringing that into theinterview process of really kind
(17:21):
of figuring out, like, hey,like, do you like fast-paced
things?
Do you like some ambiguity?
Do you like some gray area?
Because if you don't, you won'tenjoy working here.
You will feel overwhelmed, youwill feel stressed out, and you
will burn out and you will leavebecause I had seen it happen.
And so it wasn't tillafterwards that I was able to
(17:44):
really like put terms around thewhat I was observing through
this of like, oh wow, there's anactual style.
And every business has theirown environment.
And it's it just exists.
It's not, it's again, it's notsomething that you create.
Like, you don't create yourenvironment, it happens.
(18:08):
What we do is we clarify it, weunderstand what it is so that
we can communicate it to people,and so we can let them know and
what they're getting themselvesinto, and we can also make
decisions based on is thisperson going to thrive working
(18:30):
in this environment?
Is that going to bring abouttheir best work or will it
inhibit it?
So if you can have great peoplewho believe what you believe,
but if the environment doesn'talign with how they're wired to
work, then they won't thrive.
And when you when they don'tthrive, when the employee
(18:51):
doesn't thrive, the businessdoesn't thrive because you're
not getting this maximumcontribution and value that they
are capable of delivering.
And we'll dive more about thatinto the contribution dimension
(19:12):
of alignment.
But work style isn't aboutwho's right and who's wrong,
it's understanding thateverybody works differently.
And when we can create clarityaround how the business works,
then it helps people findenvironments where they can
flourish.
(19:32):
And that's really what we'reafter, is because when we're in
this flow state, in thisflourishing environment, based
on how we're hardwired, then wecan really deliver a higher
value, a higher contribution tothe business.
But then us as individuals, wefind more meaning, more
(19:57):
engagement in our work.
So when we have misalignment inthis work style, we're gonna
see friction, frustration,burnout, tension because their
natural rhythm doesn't match thecompany's rhythm.
And when we have too manydifferent work styles in one
(20:20):
business, it just will breedtension.
It just will, because you willhave some work styles that
prefer something that is morestructured, more
process-oriented, moremethodical.
And then you will have somework styles that are fast-paced
and creative and flexible andgray area.
(20:44):
And when you have a bunch ofdifferent competing work styles,
it's you're going to havetension and friction.
And that will keep the teamfrom operating at their highest
level, and then it will keep themomentum in your business from
(21:06):
really being able to pick upspeed.
So when it's missing, when thiswork style alignment is
missing, it's confusion andstress, it looks like declining
engagement, turnover andburnout, tension and friction,
and then those obstacles thatare detracting from the overall
(21:30):
goal and mission of the brand.
But when it's there, so whenpeople are in an environment
that matches their work style,they're going to be energized by
the pace and the structure.
Like they're just going to belike, yes, like this is this is
exciting, this is motivating,this inspires me to be more
(21:55):
creative.
I'm more committed to thiswork.
We're going to have, we'regoing to see more innovation,
more growth.
And it's really this like flowstate of work where just all the
cylinders are going off the waythey need to.
Everything's working how itshould.
And we're we're not just movingforward, we're we're creating
(22:21):
momentum, like we're doingthings, we are growing.
And in order to do this, we'dhave to know how our business
needs to operate, like whatmakes the most sense for us.
And then let's find the peoplewho thrive naturally within
(22:43):
that.
So when we're looking at ourwork style, there are a couple
different areas to look at.
And there's no right or wrongway to define your work style,
but there's six differentcomponents that I would
consider.
So the first component is pace,which is the overall speed and
(23:06):
urgency of how work gets done.
Are you fast moving and highenergy, or are you more steady
and methodical?
The second component isstructure.
So, how what's the amount oforganization, systems, and
process control that exists indaily works?
Like, is this a business thatoperates with a lot of defined
(23:28):
systems and SOPs?
Or is it a business that's moreflexible and adaptive to
approaches?
And you'll find that that rightthere will create a ton of
friction.
If you have someone who's like,give me the SOP, give me the
process, I will follow it.
And then you have people whoare like, but rules are made to
be broken, you know?
(23:49):
And then the third component iscollaboration.
So what's the level of teamworkand shared decision making
that's expected?
Is this like a veryteam-focused and interactive
type environment?
Or is it more independent andtask-driven?
The fourth component to look atis autonomy.
(24:10):
So, what's the degree offreedom and ownership
individuals have and how theywork?
Is it more self-directed andempowered, or is it more guided
and closely supported?
The fifth component iscommunication.
So, how is information shared,discussed, and resolved?
(24:31):
Is it direct and informal?
Is it thoughtful and measured?
Like, how do you communicate asa team?
Is this uh over-communicate?
Is this a we like to emailabout everything kind of
communication?
Or is this nothing's writtendown, everything's informal?
We just kind of like mention itas we think about it.
(24:52):
Like you have this style,whatever it is, like I said,
we're not creating it, we'rejust understanding it.
How do you communicate?
And then decision making wouldbe the sixth component.
So, how are choices made andand who has authority?
So, is this like a very one, isit quick and decisive versus
(25:15):
careful and consistent consensusdriven?
Is this like a chain of commandtype of environment, or is it a
like, hey, you are empowered tomake your own decision as long
as you can back it up?
Like we encourage that, weencourage you to make decisions,
or we encourage you to seekpermission or do it and then ask
(25:37):
for forgiveness later.
I mean, you just think aboutwhat would describe how your
business operates the best.
And if you have too many workstyles in your business right
now, it might be a littleconfusing to kind of pinpoint
(26:00):
that.
So take a step back and look atyour own work style just as a
leader, and then look at thebusiness.
Like, what does your businessneed in order to operate it's at
its highest potential, in orderto serve your customers to the
(26:20):
highest level of excellence, andthen work backwards?
Like what kind of communicationdoes that require?
What kind of structure, pace,autonomy, you know, what does
that look like?
And so just some quick examplesof work style.
So you could be fast-paced andhigh energy, like you're a kind
of company that like movesquickly, adapts fast, and you're
(26:40):
just like, let's go, let's go,let's go.
But on the opposite side ofthat is you're a business that's
like really methodical anddetail-oriented, like you plan
carefully and you protectquality through precision.
And sometimes this isdetermined even by the industry
that you're in or the marketthat you're in.
You could be a company that'sreally highly collaborative and
(27:02):
you want people to cometogether.
Your work style promotes peoplebeing together in the office or
on Zoom calls, having fun,playing games.
It's very relaxed because itvalues creativity.
And so you need that through alot of collaboration and people
(27:24):
working together on things andunderstanding how to communicate
with each other and coming upwith new ideas.
Or it could be completelyopposite of that, and it could
be very autonomous andself-driven, where it's like you
have your team of people andthey very much do their own
thing.
It's like everybody has amission, and each day we send
(27:45):
them out to accomplish thatmission.
And it's not a lot ofinteraction, it's more just
like, hey, we're all a part ofthe same company.
We know what the values are andthe goals are, but we're very
much operating on our ownschedule, on our own timeline,
and it's based on the resultsthat we're delivering.
So very different.
(28:06):
You could be flexible andadaptive, being very like open
to change and pivoting andlearning as you go along.
Or again, opposite of that, youcould be very process-driven
and structured, where it's likeyou very much rely on clear
systems and SOPs forconsistency.
There are businesses where it'slike SOP, SOP, SOP.
(28:27):
And then there are businesseswhere like, what's a SOP?
Like, what do you mean?
Write it down.
Like, what and I'll be like,what's your process for doing
this?
And they're like, I don't know.
We just kind of wing it eachtime.
Like it, they're they're alldifferent, they're all unique,
but the the point is just todefine what reflects your
culture the best.
Because the next step is makingsure that you're attracting
(28:53):
people who who like that, whovalue that, who work the best
within those specificsituations.
And then you're you're trainingthat and coaching and saying,
hey, this is how we do business.
Like it's not accidental, maybeit was at one point, but now
it's intentional.
Now it's intentional because itcreates the most value, it
(29:19):
creates the most productivity,it creates the best results when
we're operating in this way.
And so if someone doesn'tthrive in your environment, it
doesn't make them a bademployee.
It doesn't mean that there'ssomething wrong with them.
It just means that theirnatural way of operating and
working doesn't align the bestwith how your your company needs
(29:44):
to operate.
And this can look like if youhave someone who is very process
driven and structured and theywant to show up to work Monday
through Friday, they want tocome in at the same time, they
want to leave at the same time.
They want to follow the SOP.
They want to be veryconscientious about the details,
(30:07):
mitigate risk.
This kind of structure andpredictability gives them a
sense of peace and security.
And when they have that peaceand the security, it frees them
up to do their best work.
And they can focus on thedetails, they can see things
(30:29):
that others miss, they can makesure that mistakes aren't being
made.
And it creates thisaccountability and consistency.
And they love that.
Like that makes them feel goodat the end of the day.
Whereas you could have someonewho shows up five, 10, 15
(30:51):
minutes past the time they weresupposed to be there.
Timelines are fluid, they move,and they don't want to be told
how to do something.
They just want to know what thegoal is and they want to find
(31:11):
their own way there.
Well, they're not going to feelenergized and motivated in this
very structured environment.
They're going to feelrestricted.
They're going to feelunmotivated.
They're going to feel like theycan't break free.
And then that's going to,they're just going to focus on
(31:34):
that.
They're just going to focus onthis box that they're in.
And I'm speaking about myselfhere and how I have felt about
these things.
I was like, when I worked inthese businesses where I had to
be there at 7 a.m.
and I had I had to stay until 4p.m.
My focus became about all theserules and restrictions and how
(31:57):
it kind of sucked the life outof me.
And that that became what Ithought about.
Versus once I got rid of thoserestrictions, once I got rid of
those, like you have to start at7.
You can, in my world, I'm like,I can start at whatever time I
want.
Some days it's seven.
Some days it's 10.
Some days I'm working at 7 p.m.
(32:18):
To me, it doesn't matterbecause it when I remove those
inhibitors, it frees me up tofocus on my best work.
But for the SOP person, they'relike, what do you mean?
Like that is that is stressful.
That is, how can you, when doyou know when to relax?
(32:40):
When do you know when to leavework?
When do you know when your dayis done?
How can you know what you'regoing to do that day?
And if you don't have a plan,and if the plan is different
every day, how can you focus onon the work that you need to do?
Like very different work styleshere.
(33:00):
And neither one of them arewrong.
So just by helping people be inthe best work environment for
themselves.
And there, like I said, there'sno right or wrong way to do
this.
I mean, whether you're hybridor remote or on site, it there's
(33:22):
none of those are wrong.
You decide what works the bestfor your business.
I mean, I have seen worked withbusinesses where they were 100%
remote.
I've worked with businesseswhere they were hybrid, where
they were on site.
It's not about one or theother, but it's making sure you
know what it is, and then havingthe people on your team who are
(33:45):
going to flourish in yourspecific type environment
because they are clear on whatthat is, and they do their best
work within that environment.
So back to our tale of twobrands that we introduced last
episode.
Remember, we have twocompanies, two home builders, we
(34:07):
have precision builders, and wehave vision builders.
So last week we introduced themand we talked about their
values.
Precision builder is very muchfocused on doing what's right.
They're safe, they'reconsistent, they value
accountability and precision andunimpeachable character.
(34:29):
And so for them, their workstyle looks like this
structured, steady, andprocess-driven organization.
There's lots of plans, theyvalue procedures, checklist
documentation.
So they have a documentationfor everything, they have an SOP
for everything, they have achecklist for everything, like
(34:50):
checklist manifesto.
This is good in like theairline industry.
You definitely want that beforeyou get on that plane.
And they're like, oh, thankgoodness.
Like, did you go over thechecklist?
And for you know, this buildingcompany, this checklist helps
them ensure this precision andthis safety.
(35:13):
Their decisions are thoughtfuland risk-aware, and they
communicate clearly and theydocument everything and they
expect the same for others.
So every change order, everyprocedure, every process, it is
documented.
And they like the stability.
They don't want the change.
(35:33):
Like once a system works, it'sprotected and refined.
So this is very structured,very organized.
However, we also have visionbuilders who are unique in their
own way.
They're all about innovationand adaptability and creating
better ways to build.
(35:54):
They value challenging theordinary.
So when they're looking attheir work style and how they
(36:24):
operate each day, we're lookingat a business that is fast
moving, flexible, and innovationdriven.
So lots of creative problemsolving versus like the rigid
adherence to the process.
So this isn't like let's followthe process.
It's how can we make thisprocess better?
(36:45):
Or hey, I see this situ in thisspecific situation.
If we go around this specificprocess, we'll get a better
outcome.
Well, for precision builders,that's like, what?
No.
And for vision builders,they're like, yeah, because this
is what we're all about.
(37:06):
Vision builders is verycomfortable with ambiguity.
So they learn by trying,testing, adjusting.
It doesn't have to be sospecific down to the very
detail.
It's more about the idea thanit is like there being no risk
involved.
(37:27):
There's a lot of like opencommunication, brainstorming.
Not everything is documented,or if it is, it's more of like a
high-level guide.
Like this is kind of how we doit.
This is the roadmap, but thisis the objective we're after,
and how we get there is isn't asimportant.
(37:48):
And so their work style isgonna be an environment where
experimentation is celebrated.
It's not feared versusprecision builders,
experimentation would be sostressful.
It would be like frowned upon,looked down upon because they
(38:09):
celebrate consistency.
They celebrate following thistried and tested and proven
method that they know gets themconsistent results.
So two very different types ofwork styles here.
So you want to find the personwho is like if you're again
(38:31):
looking at this open positionfor one of these two companies,
let's say they're hiring for aproject manager and you have
these two job listings andthey're talking about their
values and they're talking abouttheir work style, you as the
candidate should be able toself-identify which one is going
(38:53):
to be a better fit for you.
And then them as the employer,when they're looking at their
candidates, when they're goingthrough their interview process,
they are clear about the typeof person who's going to operate
best and thrive the best and behappy working in their
(39:14):
environment, who's they're goingto find that peace and that
security and that comfort, orthey're going to value this
freedom and this flexibility, orwhatever the combination is.
And that's the beauty of it isevery business is unique.
There will never be a businessthat has the same values, the
same work style, the sametraits, the same
(39:37):
non-negotiables.
Like there's there's nuances toall of it, and that's where we
get this like clear, authenticbrand.
You are unique.
Your brand is unique.
And we want to embrace that.
We want to lean into that.
We want to clarify it asclearly and as succinctly and
(39:58):
tangibly as we can.
And then we want to live itout.
Like we want to build thisbrand that really does align
with everything that we believein, that we say, that that's the
experience people have.
And our customers and ouremployees are gonna value that,
they're gonna honor that,they're going to believe in that
(40:19):
because it's so clear and it'sso authentic.
And we get to have the impactand pursue this calling that we
have on our business.
So cool.
So, just a quick recap youknow, this clarity around your
(40:41):
work style really does help theright people thrive and protect
your culture from unnecessaryand avoidable friction.
And this is really about owningyour authentic identity, like
understanding what needs tohappen for your people to
thrive, and then finding peoplewho specifically want to work in
(41:07):
that type of environment.
And so, next episode, we'regonna continue this series,
we're gonna continue with thistale of our two brands, and we
are going to be exploring traitsalignment, which is identifying
the inherent characteristics ofthe people who are gonna thrive
(41:27):
in your business.
So, as always, you can learnmore at
clearauthenticbrands.com.
That's all for this episode.
See you next time.
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