September 21, 2023 • 42 mins
Welcome to Season 2, Episode 1 of The Hearth.
I'm so excited for Season 2, and I'm so happy you're here.
This season we will be exploring what success in business can look like. How do you define success in the business world? What does that look like to you?
This season my wonderful guests and I will be sharing with you different ways success can look like, aside from the numbers.
Yes, making a profit is important. But this season I'm really going to challenge you to strive for more than just that.
In today's episode, I am going to talk about the 6 shifts I'm witnessing from the way things used to be in the business world, to how they are today.
The 6 shifts are:
- Wealth- hoarding, specifically in the stock market.
- Second, hustle culture.
- Proft first.
- The idea that burnout is expected.
- Work = Suffering.
- The idea of independence and hierarchy.
If something you heard today brought a smile to your face or a spark to your heart, and you’d like to connect with me, here are a few ways you can do that.
One is my newsletter, it’s where I put most of my time and energy when I’m not working with clients or on this podcast. Sorry social media! It’s a mix of real life stories, tips and tricks and of course updates on what’s happening with the podcast. Whenever something is going on with me or in my business, it always comes out there first.
Another resource that I have for you is my Guide to Doing Work Differently. The guide takes you through four inquiries into how you can build a more sustainable and equitable work environment for yourself and your team. It's a great place to start.
Last, if you’ve got a burning question, a comment, or a situation you’d like my eyes on, you can email me at candice@fortressandflourish.com.
If you enjoyed this episode, hit subscribe to know when the next episodes come out, and if you’re feeling generous, leave a review. Reviews help other like-minded folks find their way to this resource.
Learn more about Candice and her work here.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:04):
The hearth is for you if you're a business leader
with a team.
Here, we have conversationsabout how to keep growing when
you feel you've reached yourcapacity.
When what you're doing isworking, but you're starting to
see the cracks.
When there's a gap betweenwhere you're at now, and where
(00:26):
you want to be.
Here, we find ways totransition through the struggle
of survival toward creating athriving business that supports
you and your team as wholehumans.
Your host is me, Canvas Elliott.
I'm a business strategist andmentor who specializes in
(00:49):
working with business owners.
Who are going through periodsof growth, especially when
you're adding more people toyour team.
The practices and systems thatworked when your team was
smaller just don't seem to fitanymore.
And when you're caught instress and reaction, it's tough
(01:12):
to reimagine the way that youcreated your world of work.
Both your own personal one andthe one that you created for
others.
I help people align theirvalues and business practices to
build practical, sustainable,thriving work ecosystems.
(01:33):
And no, this isn't just somework utopia talk.
To do this, I bring forward mydecade long professional back
ground in human resources andorganizational development.
Working with growing businessesacross many sectors, and my
(01:54):
decades long search for meaningand wholeness, which includes
researching the history of work,and how it came to be what it
is today.
Practicing a trauma informedapproach to business and
integrating work, life, andspirituality into a meaningful
(02:15):
whole.
Let's take this journeytogether.
Speaker 2 (02:25):
Hello, brave souls.
Welcome back to the hearth forseason two.
I am so excited.
To be talking with you todayabout how we can redefine what
it means to be successful inbusiness.
(02:46):
And this is like somethingthat's been on my mind for a
long, long, long time.
I remember years ago, gettingone of those, like, business
magazines.
I think I was at an airport,and it was about, you know,
(03:08):
being productive at work or whatit means to be successful in
business and all these things.
And I just remember readingthrough all of these articles
and disagreeing with the thedominant business culture that
(03:29):
was coming through.
And really, when I was peelingback the layers, realizing that
there's so much that'sunderneath all of these things
that we think are just, youknow, the way business works.
But really, these are choicesthat we're making.
And that goes, like, way, way,way back to my education when I
(03:55):
was younger.
Learning about differentcultures and that we can choose
to do things in a variety ofdifferent kinds of ways and that
the decisions that have led usto what we're doing today is one
decision path that exists outof many.
And so as we think aboutcreating regenerative and
(04:21):
sustainable business, I thinkpart of that is looking at this
idea of success and how wemeasure success.
So in traditional sort ofbusiness books.
The wisdom that gets put intothat or what is in a lot of them
(04:44):
is based on what has workedwell for very large companies.
Or for a small company tobecome a large company or how a
large company has been able tocontinue to be large or to take
over more market share.
And a lot of that is founded infinancial gain.
(05:09):
And financial gain, I want usto think about as one of many
metrics that we can use tomeasure what the success of a
business is.
When we use profit to definesuccess, we get a particular set
(05:30):
of outcomes.
It selects for certain kinds ofdecisions and certain kinds of
relationships.
And when we use other things todefine success, we drive a
different set of outcomes.
I'm not saying that like youknow, we can't be profitable.
We need to be profitable inorder to be in business.
(05:53):
Right?
We need to take the financialsupport that's coming in through
our businesses and figure outwhere we want to channel it so
that it is both feeding ourcommunity and ourselves and our
clients and our businesses in away where we can keep going.
To just kind of like let youknow where some of my
(06:16):
inspiration comes from in this.
Is really in the field ofecology and sustainable systems
and how we can adopt sustainablepractice this is into the way
that we do business.
And I'm not talking aboutpurchasing carbon offsets.
Or funding an employee wellnessinitiative because those are
(06:40):
really incomplete solutions.
They don't take into accountthe structural issues that are
at play and address them head on.
They like those tackle a partof it, but really they're all
work around for a bigger issue.
And so what we wanna get to islike, what is the big issue?
(07:04):
How do we not work around it?
How do we address what that ishead on?
So on this season of thehearth, we're gonna look at
alternative definitions of thesuccessful business.
I have a lot of guests who arecoming on, who are gonna be
illuminating the ways thatsmaller businesses and
(07:24):
nonprofits are addressingsystemic injustices with
everyday actions.
And we'll look at trends, talkto industry leaders and uncover
what it means to be successfulnow and in the future.
And in this episode, I'm gonnatalk about six shifts that I'm
(07:49):
seeing from the way things usedto be.
To a more hopeful future in theworld of work.
So I'll start with describingthe past paradigm and then
explain the shift to the new oneas I'm seeing.
And as with anything that Ishare on this podcast and just
(08:12):
in general, you are welcome totake what works for you and, you
know, what fits and what youlike and to leave what doesn't.
And you're also welcome towrite me, to comment to, like,
ask questions.
I really would hope that thiscan be a dialogue and not just
(08:38):
like a one way diatribe of mineinto the ether of the interwebs.
We're gonna start with wealthhoarding.
This is one of those practicesthat we have inherited.
Which is to create wealth andthen to shut it away where it's
(09:00):
not used anymore.
One of the biggest tools fordoing this is the stock market.
With and one way that the stockmarket is used is that large
corporations will purchase theirown stocks and hold funds to
increase stock value that couldgo towards other things like
(09:27):
programs for employees, reusingwages, all different kinds of
things.
If you'd be starting a new armof the business, what have you?
But what we're seeing is thatin this hoarding wealth trend,
and I'm not saying that savingmoney is is a bad thing.
I think that saving money isreally important.
(09:47):
I just think that in order forus to have a well functioning
economy, we need to have aconsiderable amount of funding
that is in circulation.
We need to have funds that arebeing transferred from one
person to another in order to beable to live the lives that we
(10:11):
wanna be living.
When there is a large amount ofwealth that is withheld from
the economy, it depresses theeconomy.
And so in order to there are alot of really interesting
organizations like resourcegeneration comes to mind that's
working with younger folks whohave inherited wealth to figure
(10:36):
out what they wanna do with thatwealth in a way that helps to
either redistribute it or towrite systemic injustices.
But this for a long time, youknow, even I know within my own
family, this is like, a goal.
Right?
Like, get the money, lock itaway so you can't use it, so
(10:59):
it'll be there for later.
But what's happening with thisis if you look back, I looked at
some research that was done byPew Research.
In nineteen seventy, sixty twopercent of the wealth in the
United States was held by middleincome families.
(11:19):
So that means that the majorityof the wealth of the country
was held by this middle class.
Which was arguably verybeneficial for for the people
who were in that middle class.
You know, it's not to say thatthere were not issues related to
(11:45):
you know, inequality at thattime.
There were.
There definitely were.
But what we saw then was moreof an a participation in
commerce by this middle classand the creation of a larger
middle class, more people whohad more financial capabilities.
(12:09):
And now we're in twenty twentythree when I'm recording this.
So now the amount that is heldby the middle class is just
forty three percent.
So it's decreased.
And where that money is goingis it's not going to the bottom
(12:31):
end of the spectrum.
To help to alleviate the theinjustices and the offering of
working poor or people who areunable to work.
What we're seeing is that thismoney is going to upper income
families.
And so it's that is increasingin that way.
(12:53):
What this translates to isgreater wealth inequality.
And when there is greaterwealth inequality, that means
economic instability debt andinflation.
And these are things that we'reseeing right now.
In our economy, we're seeinghighs and lows recessions.
(13:15):
Coming back from recessions.
We're seeing youngergenerations with tons of debt.
I mean, I know personally Ihave an amount of debt that is
just wild to even think about.
And then inflation.
I mean eggs.eggs is one of myson's favorite words right now,
but eggs are like six dollars adozen.
(13:38):
Or more than that evensometimes.
It's just so expensive.
I remember when I could get adozen eggs for a dollar.
When we look at this likehoarding wealth versus
redistributing wealth and ourbusinesses.
What does that look like?
(13:59):
So one thing that we can do isto create jobs that are middle
income jobs.
So we can intentionally createjobs that ensure that people are
going to be able to earn enoughin order to be able to have
enough to pay for not just theirbasic living expenses, but also
(14:23):
some things that they wouldlike to have.
We can talk about what'shappening with the income of our
businesses and with thesalaries of our employees.
In ways so that we there's aconversation that's happening
and so that the conversationisn't just, like, how can I
(14:47):
possibly be paying this personthis much money and they're only
doing this much for me?
But really shifting theconversation to a human deserves
to be able to supportthemselves and to live where
they live.
And in order for the humans inmy company to be able to afford
(15:09):
to live here, I need to be ableto pay them this much.
And so if I'm going to pay themthis much, how do I create the
systems in my business?
And create a business thatreally supports their growth and
my growth.
So this is that shift that andit it's not just like a dream.
(15:31):
You know?
Like, I'm really seeing theseconversations starting to happen
with business owners and withnonprofit directors and I find
it to be really inspiring.
Number two.
Shift number two.
That I wanted to touch on ishustle culture.
(15:53):
Huddl culture.
So probably a lot of you arefamiliar with this term by now,
but If you're not, what we talkabout when we talk about hustle
culture is this idea of alwaysneeding to be productive.
(16:16):
The feeling of always beingbehind and it is so ingrained in
our ideas about work ethic.
Like, if you are a good worker,you work hard, you work long,
you work, you know, more thananybody else, you're more
(16:37):
productive than other people,like, all of these things.
Right?
Culturally comes from variousthings.
But some interesting data thatI have sort of, like, dug up as
I was looking into hustleculture or hustle and, like,
productivity in the US is thatthe bureau of labor statistics,
(17:01):
which is a fascinating websiteto check out.
It has all kinds of informationabout what people are paid and
the workplace and productivityand all these things.
But they did this study andthey found that the productivity
per American worker hasincreased four hundred and
(17:23):
thirty four percent sincenineteen fifty.
So your average American workertoday is worth like four
workers in nineteen fifty.
And there's a lot of ways tokind of hash out that percentage
(17:45):
and that that shift and thatchange.
Right?
One of them is to say that itshould take less than one
quarter of the work hours toafford the same standard of
living as nineteen fifty.
(18:05):
So the increases in workerproductivity, much of it has to
do with mechanization,computers, any efficiencies that
have been created.
And so as these efficienciesare created, instead of
lessening the burden on theworker, it's actually increased
(18:27):
the burden on the worker.
So the worker has to becomemore and more and more
productive in order to keep upwith the changing dynamics of
the workplace.
And this came up in aconversation with with a a
colleague, client of minerecently where a younger person
(18:48):
to the workforce was talkingwith her and she was thinking
about adding and some kind of AItool to the workplace.
And it was gonna save, like,twenty five percent of this
younger person's job.
And the younger person asks,like, so does that mean I'm
(19:12):
gonna be working thirty hours aweek instead of forty hours a
week?
Like, it's just a machine thatyou're getting basically to do
the work that I've been doing,but I still have to input the
information into the machine.
It's not like my work is lessvaluable because you've invested
in this thing to help me.
It's actually increasing thevalue of the work.
(19:34):
Right?
And that's not the way that welook at it from a traditional
business standpoint.
From a traditional businessstandpoint, we say, okay, I'm
gonna invest in this machine tohelp my worker do things faster.
That doesn't mean that myworker gets to work less.
That means that I get to pay myworker less to do the same or
(19:55):
similar work that they weredoing before.
Or my worker now has to retrainthemselves on additional skills
in order to keep the samenumber of hours and get paid the
same.
As we, like, are in the middleof this, I perceive a shift
happening here as well from thislike over emphasis on
(20:18):
productivity and hustle toward amore sustainable amount.
Of work.
I'm really seeing how bringingdowntime into work time.
Is helping people both mentallyand physically.
So I'm gonna go into moredetail about this in a in a
(20:43):
future episode.
Part of the hustle narrative isthis assumption that we should
always be in stress all the timeand that it's good for us to be
always stressed out.
That it's expected, really.
It's kind of like a part of thelike like, you're you're worthy
(21:06):
if you're experiencing intenseamounts of stress ongoing for
years at a time, but it's reallyunhealthy for us and it's not
sustainable and it's part of whypeople are burning out at such
an intense rate.
Especially when you look atthat number, right, like four
hundred and thirty four percentincrease in productivity since
(21:28):
nineteen fifty.
Like, that is a lot of ofproductivity that people are
expecting to take on everysingle day.
So part of the shift isencouraging, you know, reliable
schedules building socializationand rest into the equation, and
(21:51):
thinking about I don't know ifyou track hours thinking about a
utilization rate or somethinglike that where you're expecting
people to be productive andworking on profitable activities
for a certain percentage oftheir work time.
And then people have anotherpercentage of time that they can
(22:12):
be using on other things.
And what happens is if you givepeople this ability to, you
know, be in productivity, be ina little bit of stress, and then
back out of it and be able torest then they're able to be
more creative, more innovative,people are better able to solve
(22:34):
problems.
And productivity actuallyincreases.
If you incorporate you know,rest and especially predictable
scheduling into people's worklives.
So this is this is that.
Hustle, no rest to finding amore sustainable pace, I think,
(22:59):
piece of of puzzle.
Another one is the profit firstthing.
And I talked a little bit aboutthis in the beginning, but the
idea behind profit first is thatbusiness owners put profit at
(23:20):
the forefront of accounting.
And it is important to haveprofit as a part of accounting,
and it may even be important forprofit to be the first thing
that you're thinking about inaccounting.
But what I often see is thatprofit is the only thing or,
(23:43):
like, really primarily the onlything that is driving decision
making related to accounting.
And what that does isunintentionally through
unconscious bias.
There are negative impacts thathappen when account when when
(24:12):
profit first is the only or theprimary filter by which to think
about your financial decisions.
And unintended negative impactsinclude things like
discrimination, wealthinequality, and the upholding of
oppressive systems.
(24:32):
It's like I deserve this money.
My business has made it.
I'm going to save or hold awayas much as I can, which gets
into the the hoarding piece ofit.
These people need to workharder the hustle, right, in
order to deserve any of this.
(24:54):
And so that dynamic of I madeit, it's mine.
When really you run a business,all of this is everything that
you do is reliant on many peopleto get done.
You need to work harder inorder to deserve more, which
(25:17):
people are already working fourhundred times harder than they
were fifty years ago or fourhundred times more productive
than they were back then.
But that dynamic makes itselfinto, like, bakes itself into a
lot of decision making aboutmoney and how much people are
(25:40):
paid, who gets what job, howpeople are, like, punished for
different kinds of things atwork or withheld from promotions
or all these different kinds ofthings.
And so the way that thebusiness owner makes the
decisions is based on theseunderlying dynamics And then,
(26:05):
but the result that happens onthe other end is the
discrimination and wealthinequality.
It's like discrimination andwealth inequality are symptoms
of these other issues that arereally at play.
And one of the tools thatimplements these unfair types of
(26:28):
systems is the idea of profitfirst.
And not using anything else todetermine how money should be
spent.
And some other things that havecome up at least in
conversations that I have beenhaving with clients is Dignity
First.
So what are the decisions thatare going to uphold the dignity
(26:51):
of everyone that's involved?
And how can we, you know, beaffordable while also upholding
a value and creating profit?
What are the tools that we canbring in?
The the ways that we canchannel the funds, the financial
(27:11):
resources that we have so thatwe're not solely driving profit,
but we are also supporting thedignity of the people who work
together with us.
And so Dignity is one thatcomes up, but there are others
as well.
And if there are things thatyou use to kind of make
financial decisions that are notjust solely based on profit, I
(27:36):
would love to know.
What those are.
I know for me equity,sustainability, and wellness are
ones that are a part of.
My decision making process.
Next one is the idea thatburnout is expected.
And we basically, like, retraumatizing people.
(28:01):
And it comes it comes out ofthis, like, hustle first kinda
dynamic, which we already talkedabout.
But, you know, we contribute tooverwhelm.
And burnout by having thesereally, you know, sometimes
unrealistic expectations.
You know, we think they arerealistic expectations because
(28:25):
of how maybe we have come up inthe workforce.
But really, if you take a stepback and inquire into what the
work life is, of your employee.
Some of the things that youmight be asking for could be
unrealistic or at least likethey are not feeling supported
(28:49):
in the amount of work that theyneeded to do.
And so when that happens, youhave more turnover, you have
less adaptability.
And it looks like, you know,people are putting on a face for
work.
Like, there's my you know, whoI am when I'm at home or when
(29:10):
I'm with my friends, and thenthere's who I am when I'm at
work.
And when there's this division,a strong divide between who I
am and who I am at work, itcreates conflict not just within
the person, but also, like,with everybody in the workplace.
Right?
(29:30):
And definitely not everyonefeels safe or actually is safe
to be fully themselves in theworkplace.
But in a world of work wherepeople can keep going and feel
like they can keep going and Iand actually enjoy what they're
doing, it's essential for peopleto be able to be themselves at
(29:53):
work.
And not feel like they have to,like, put on a face or be
someone else or something likethat in order to work.
And so how do we do that?
How do we create space forpeople?
When we think about this, like,term of psychological safety.
(30:14):
And what happens in that spacewhen people are more fully
themselves at work, when theyare able to bring up their
questions and problems andissues.
You're gonna have moreconnection.
You're gonna have more problemsolving teamwork, innovation,
and you're gonna be able toavoid the burnout.
(30:36):
And keep the people with youfor the long haul so that you
can keep doing the work together.
Going along with this is and Ihave subscribed to this one for
many, many years is that workmeans suffering.
Like, work and suffering arethe same thing.
(30:57):
So, like, if you're notsuffering, then it is not work.
And the problem with this isthat it's really extractive.
You're pulling the work out ofthe person.
Right?
It's not sustainable.
No one can do that forever.
And often I see guilt and fearas ways of manipulating people
(31:18):
into you know, work that that issuffering for them.
And it keeps people stuckinstead of growing.
And so if you have people whoyou feel like are stuck in this
place, they're not improving.
There's some like guilt andfear that's happening in the
stations, I think, you know, itwould be good to look into this,
(31:41):
like, what are your thoughtsaround work and suffering?
Maybe it just starts with aconversation with yourself.
But if we shift this from workmeans suffering or my company
means suffering for me.
I hate, like, I just wasreading through some comments on
the thread the other day, andthey were saying how it was a
(32:06):
bunch of business owners.
The question was, like, Are youhow often do you wanna burn
down your business?
Are, like, how often do youwanna, like, yeah, destroy your
business or leave it or whatever.
And there were so many peoplewho were saying, like, every
week, every month, a quarterly,every year, And then there were
just a few people who were like,no, I never have felt that way
(32:29):
about my business.
Like, I love my business andwhat it is.
And it got into this, like,kinda back and forth.
But I think it has to do withthis core issue of the work and
the suffering piece.
And if we can shift to workmeans fulfillment, then we have
empowerment, we have people whohave agency we have people who
(32:53):
feel like they have choice and away for them to thrive.
And those are essential for usto be able to keep doing this
important work.
That we're doing in the world.
Alright.
And we're onto our last one fortoday.
Thanks for sticking with me allthe way through so far.
This is a lot of informationthat I'm sharing all at once.
(33:15):
And just know that you can goback and listen to this again
and I'll be sharing morein-depth kind of peaks into
different parts of these trends.
Over the course of this season.
So more fun yet to come.
Okay.
So this brings me to the lastshift that I wanted to talk
(33:38):
about in this introductoryepisode to redefining success in
business.
And that is the idea ofindependence and hierarchy.
And the shift that is happeningrelated to this.
So traditional business a lotof our society is actually
(34:03):
founded in this idea that peopleare independent like, the
American work ethic, right, is,like, pull yourself up from your
bootstraps and you know, makeit happen, the American dream.
You can do whatever you want.
You just have to work hardenough.
And we have this paired withhierarchy.
(34:26):
So we have designed ourgovernment in such a way, you
know, for example, government isone way to look at it.
But we have designed ourgovernment in such a way that
there is there are many localgovernments, right, like cities,
And then there are counties.
And then, you know, this is inthe United States.
(34:50):
For example, this is how a lotof governments are organized
around the world.
But so in cities, counties,then we have states, and then we
have federal government and wehave one person technically
who's the head of the federalgovernment.
Right?
So we reinforced the idea ofindependence with one person and
(35:13):
hierarchy within the way thatwe have formed our government.
And often, this is the way thatbusinesses look.
We have one person who's at thehead of the business that are
often called the chief executiveofficer, which we can get into
a whole conversation about howwe decided to put the word chief
at the head of our businesses.
(35:33):
And all of that colonizationstuff, but that's for another
episode.
And then there are levels ofmanagement, and then there are
people who are working on thefront lines.
That's how a lot of ourbusinesses are set up.
And so and then on our in ourfamilies too, although family
(35:55):
structure is looking muchdifferent now than it has in the
past, But if you go back to thefifties, which is when a lot of
the, like, traditional businessknowledge is sort of sourced
from and still is informing alot of our our practices.
You have, like, demand, who'sthe head of the house, and then
you have the wife who's likesort of reporting to him and
(36:20):
then you have all the kids.
Right?
Or you can look at it as like agrandfather kind of figure and
then, you know, the differentgenerations that happen under
that.
But the assumptions that happenwithin this is that that an
(36:40):
individual is responsible forthe inequities that they
experience within our systems.
So an example of this is, like,she didn't ask for our rates.
We know through research thatwomen are much less likely than
(37:00):
men to ask for raises first ofall.
And when they do ask for them,they don't ask for as much.
So that's not an individualwoman's issue.
Right?
That is a systemic issue thatis happening, that is affecting
(37:23):
many women.
And so what we needed to lookfor in our systems of pay and
our work is how do we make surethat we understand that the
women who work for us are notgoing to ask for as much or as
often.
And how do we make sure thatthey don't get left behind as
(37:45):
we're doing different raises fordifferent people?
And And there are differentways to do that depending on
your organization, but that'sone to think about.
And but it's and to bring itbigger than that is that it's
our moral decision to uphold orto address these innate
(38:05):
qualities within our own sphereof influence.
So we can use hierarchy tocreate division between decision
makers and those who are on thereceiving end of division of
decisions.
Or we can create unity.
We can create spaces whereeveryone comes together and
(38:26):
makes the decisions together.
So within our spheres ofinfluence as business owners,
there are so many opportunitiesthat we have to work on these
issues of independence andhierarchy and to transition them
to the spaces ofinterdependence and
(38:50):
decentralized leadership.
And when we talk aboutinterdependence, we recognize
that we are dependent on thosearound us.
In a in a beneficial way, like,what we do affects others and
what others do affects us.
(39:11):
I mean, with employees.
Right?
We're interdependent on oneanother.
Like, I could not do the workthat I do without my team of
people who is helping me do it.
And they wouldn't be able to dowhat they are doing without me
driving the work that's comingtowards them.
(39:33):
Right?
And so Interdependence is anessential thing to understand as
a leader.
And one way to be able to showhow important that is, to live
(39:53):
that out, is to create ways todecentralize the leadership of
your company.
So it's not just you that'smaking the decisions, It's not
just you that's drivingeverything forward, but it is
really a collection of peoplewho are all working together to
do this.
And when we bring moredifferent perspectives and ideas
(40:16):
to the table, I really believethat we come up with better
solutions to the problems thatwe're facing.
And that brings us to the endof this episode.
Thank you so much for stickingwith me.
I'm releasing three episodestoday since it is the start of
(40:36):
season two.
So if you want to keep ongoing, I know this was a lot.
But if you wanna binge, on nextis Erica Court Day from the
pause on the play podcast.
And she and I have aconversation about diversity,
equity, and inclusion in theworkplace.
And some of the unseen dynamicsthat are at play there.
(40:59):
I hope that you are having agreat week and if you're looking
for some help, feel free toreach out.
Speaker 1 (41:08):
I would love to hear from you.
Hit subscribe to know when thenext episodes come out.
And if you're feeling generous,please leave a review.
Reviewers help other likeminded folks find their way to
this resource.
If something you heard todaybrought a smile to your face or
(41:31):
a spark to your heart and you'dlike to connect with me, there
are a few ways to do that.
One is my newsletter where Iput most of my time and energy
when I'm not working withclients or with my family or
working on this podcast.
Sorry, social media.
The newsletter is a mix of reallife stories, tips and tricks,
(41:56):
and of course, updates on what'shappening with the podcast.
Whenever something's going onwith me or in my business, it
always comes out there first.
Another resource that I havefor you is my guide to doing
work differently.
This guy takes you through fourinquiries into how you can
(42:17):
build a more sustainable andequitable work environment for
yourself and your team.
It's a great place if you'relooking for somewhere to get
started.
Last, if you've got a burningquestion in a comment or a
situation you'd like my eyes on,you can email me.
All those links are in the shownotes.
(42:38):
Take care, brave a soul.
Catch you next time.
The hearth is for you if you're a business leader
with a team.
Here, we have conversationsabout how to keep growing when
you feel you've reached yourcapacity.
When what you're doing isworking, but you're starting to
see the cracks.
When there's a gap betweenwhere you're at now, and where
(00:26):
you want to be.
Here, we find ways totransition through the struggle
of survival toward creating athriving business that supports
you and your team as wholehumans.
Your host is me, Canvas Elliott.
I'm a business strategist andmentor who specializes in
(00:49):
working with business owners.
Who are going through periodsof growth, especially when
you're adding more people toyour team.
The practices and systems thatworked when your team was
smaller just don't seem to fitanymore.
And when you're caught instress and reaction, it's tough
(01:12):
to reimagine the way that youcreated your world of work.
Both your own personal one andthe one that you created for
others.
I help people align theirvalues and business practices to
build practical, sustainable,thriving work ecosystems.
(01:33):
And no, this isn't just somework utopia talk.
To do this, I bring forward mydecade long professional back
ground in human resources andorganizational development.
Working with growing businessesacross many sectors, and my
(01:54):
decades long search for meaningand wholeness, which includes
researching the history of work,and how it came to be what it
is today.
Practicing a trauma informedapproach to business and
integrating work, life, andspirituality into a meaningful
(02:15):
whole.
Let's take this journeytogether.
Speaker 2 (02:25):
Hello, brave souls.
Welcome back to the hearth forseason two.
I am so excited.
To be talking with you todayabout how we can redefine what
it means to be successful inbusiness.
(02:46):
And this is like somethingthat's been on my mind for a
long, long, long time.
I remember years ago, gettingone of those, like, business
magazines.
I think I was at an airport,and it was about, you know,
(03:08):
being productive at work or whatit means to be successful in
business and all these things.
And I just remember readingthrough all of these articles
and disagreeing with the thedominant business culture that
(03:29):
was coming through.
And really, when I was peelingback the layers, realizing that
there's so much that'sunderneath all of these things
that we think are just, youknow, the way business works.
But really, these are choicesthat we're making.
And that goes, like, way, way,way back to my education when I
(03:55):
was younger.
Learning about differentcultures and that we can choose
to do things in a variety ofdifferent kinds of ways and that
the decisions that have led usto what we're doing today is one
decision path that exists outof many.
And so as we think aboutcreating regenerative and
(04:21):
sustainable business, I thinkpart of that is looking at this
idea of success and how wemeasure success.
So in traditional sort ofbusiness books.
The wisdom that gets put intothat or what is in a lot of them
(04:44):
is based on what has workedwell for very large companies.
Or for a small company tobecome a large company or how a
large company has been able tocontinue to be large or to take
over more market share.
And a lot of that is founded infinancial gain.
(05:09):
And financial gain, I want usto think about as one of many
metrics that we can use tomeasure what the success of a
business is.
When we use profit to definesuccess, we get a particular set
(05:30):
of outcomes.
It selects for certain kinds ofdecisions and certain kinds of
relationships.
And when we use other things todefine success, we drive a
different set of outcomes.
I'm not saying that like youknow, we can't be profitable.
We need to be profitable inorder to be in business.
(05:53):
Right?
We need to take the financialsupport that's coming in through
our businesses and figure outwhere we want to channel it so
that it is both feeding ourcommunity and ourselves and our
clients and our businesses in away where we can keep going.
To just kind of like let youknow where some of my
(06:16):
inspiration comes from in this.
Is really in the field ofecology and sustainable systems
and how we can adopt sustainablepractice this is into the way
that we do business.
And I'm not talking aboutpurchasing carbon offsets.
Or funding an employee wellnessinitiative because those are
(06:40):
really incomplete solutions.
They don't take into accountthe structural issues that are
at play and address them head on.
They like those tackle a partof it, but really they're all
work around for a bigger issue.
And so what we wanna get to islike, what is the big issue?
(07:04):
How do we not work around it?
How do we address what that ishead on?
So on this season of thehearth, we're gonna look at
alternative definitions of thesuccessful business.
I have a lot of guests who arecoming on, who are gonna be
illuminating the ways thatsmaller businesses and
(07:24):
nonprofits are addressingsystemic injustices with
everyday actions.
And we'll look at trends, talkto industry leaders and uncover
what it means to be successfulnow and in the future.
And in this episode, I'm gonnatalk about six shifts that I'm
(07:49):
seeing from the way things usedto be.
To a more hopeful future in theworld of work.
So I'll start with describingthe past paradigm and then
explain the shift to the new oneas I'm seeing.
And as with anything that Ishare on this podcast and just
(08:12):
in general, you are welcome totake what works for you and, you
know, what fits and what youlike and to leave what doesn't.
And you're also welcome towrite me, to comment to, like,
ask questions.
I really would hope that thiscan be a dialogue and not just
(08:38):
like a one way diatribe of mineinto the ether of the interwebs.
We're gonna start with wealthhoarding.
This is one of those practicesthat we have inherited.
Which is to create wealth andthen to shut it away where it's
(09:00):
not used anymore.
One of the biggest tools fordoing this is the stock market.
With and one way that the stockmarket is used is that large
corporations will purchase theirown stocks and hold funds to
increase stock value that couldgo towards other things like
(09:27):
programs for employees, reusingwages, all different kinds of
things.
If you'd be starting a new armof the business, what have you?
But what we're seeing is thatin this hoarding wealth trend,
and I'm not saying that savingmoney is is a bad thing.
I think that saving money isreally important.
(09:47):
I just think that in order forus to have a well functioning
economy, we need to have aconsiderable amount of funding
that is in circulation.
We need to have funds that arebeing transferred from one
person to another in order to beable to live the lives that we
(10:11):
wanna be living.
When there is a large amount ofwealth that is withheld from
the economy, it depresses theeconomy.
And so in order to there are alot of really interesting
organizations like resourcegeneration comes to mind that's
working with younger folks whohave inherited wealth to figure
(10:36):
out what they wanna do with thatwealth in a way that helps to
either redistribute it or towrite systemic injustices.
But this for a long time, youknow, even I know within my own
family, this is like, a goal.
Right?
Like, get the money, lock itaway so you can't use it, so
(10:59):
it'll be there for later.
But what's happening with thisis if you look back, I looked at
some research that was done byPew Research.
In nineteen seventy, sixty twopercent of the wealth in the
United States was held by middleincome families.
(11:19):
So that means that the majorityof the wealth of the country
was held by this middle class.
Which was arguably verybeneficial for for the people
who were in that middle class.
You know, it's not to say thatthere were not issues related to
(11:45):
you know, inequality at thattime.
There were.
There definitely were.
But what we saw then was moreof an a participation in
commerce by this middle classand the creation of a larger
middle class, more people whohad more financial capabilities.
(12:09):
And now we're in twenty twentythree when I'm recording this.
So now the amount that is heldby the middle class is just
forty three percent.
So it's decreased.
And where that money is goingis it's not going to the bottom
(12:31):
end of the spectrum.
To help to alleviate the theinjustices and the offering of
working poor or people who areunable to work.
What we're seeing is that thismoney is going to upper income
families.
And so it's that is increasingin that way.
(12:53):
What this translates to isgreater wealth inequality.
And when there is greaterwealth inequality, that means
economic instability debt andinflation.
And these are things that we'reseeing right now.
In our economy, we're seeinghighs and lows recessions.
(13:15):
Coming back from recessions.
We're seeing youngergenerations with tons of debt.
I mean, I know personally Ihave an amount of debt that is
just wild to even think about.
And then inflation.
I mean eggs.eggs is one of myson's favorite words right now,
but eggs are like six dollars adozen.
(13:38):
Or more than that evensometimes.
It's just so expensive.
I remember when I could get adozen eggs for a dollar.
When we look at this likehoarding wealth versus
redistributing wealth and ourbusinesses.
What does that look like?
(13:59):
So one thing that we can do isto create jobs that are middle
income jobs.
So we can intentionally createjobs that ensure that people are
going to be able to earn enoughin order to be able to have
enough to pay for not just theirbasic living expenses, but also
(14:23):
some things that they wouldlike to have.
We can talk about what'shappening with the income of our
businesses and with thesalaries of our employees.
In ways so that we there's aconversation that's happening
and so that the conversationisn't just, like, how can I
(14:47):
possibly be paying this personthis much money and they're only
doing this much for me?
But really shifting theconversation to a human deserves
to be able to supportthemselves and to live where
they live.
And in order for the humans inmy company to be able to afford
(15:09):
to live here, I need to be ableto pay them this much.
And so if I'm going to pay themthis much, how do I create the
systems in my business?
And create a business thatreally supports their growth and
my growth.
So this is that shift that andit it's not just like a dream.
(15:31):
You know?
Like, I'm really seeing theseconversations starting to happen
with business owners and withnonprofit directors and I find
it to be really inspiring.
Number two.
Shift number two.
That I wanted to touch on ishustle culture.
(15:53):
Huddl culture.
So probably a lot of you arefamiliar with this term by now,
but If you're not, what we talkabout when we talk about hustle
culture is this idea of alwaysneeding to be productive.
(16:16):
The feeling of always beingbehind and it is so ingrained in
our ideas about work ethic.
Like, if you are a good worker,you work hard, you work long,
you work, you know, more thananybody else, you're more
(16:37):
productive than other people,like, all of these things.
Right?
Culturally comes from variousthings.
But some interesting data thatI have sort of, like, dug up as
I was looking into hustleculture or hustle and, like,
productivity in the US is thatthe bureau of labor statistics,
(17:01):
which is a fascinating websiteto check out.
It has all kinds of informationabout what people are paid and
the workplace and productivityand all these things.
But they did this study andthey found that the productivity
per American worker hasincreased four hundred and
(17:23):
thirty four percent sincenineteen fifty.
So your average American workertoday is worth like four
workers in nineteen fifty.
And there's a lot of ways tokind of hash out that percentage
(17:45):
and that that shift and thatchange.
Right?
One of them is to say that itshould take less than one
quarter of the work hours toafford the same standard of
living as nineteen fifty.
(18:05):
So the increases in workerproductivity, much of it has to
do with mechanization,computers, any efficiencies that
have been created.
And so as these efficienciesare created, instead of
lessening the burden on theworker, it's actually increased
(18:27):
the burden on the worker.
So the worker has to becomemore and more and more
productive in order to keep upwith the changing dynamics of
the workplace.
And this came up in aconversation with with a a
colleague, client of minerecently where a younger person
(18:48):
to the workforce was talkingwith her and she was thinking
about adding and some kind of AItool to the workplace.
And it was gonna save, like,twenty five percent of this
younger person's job.
And the younger person asks,like, so does that mean I'm
(19:12):
gonna be working thirty hours aweek instead of forty hours a
week?
Like, it's just a machine thatyou're getting basically to do
the work that I've been doing,but I still have to input the
information into the machine.
It's not like my work is lessvaluable because you've invested
in this thing to help me.
It's actually increasing thevalue of the work.
(19:34):
Right?
And that's not the way that welook at it from a traditional
business standpoint.
From a traditional businessstandpoint, we say, okay, I'm
gonna invest in this machine tohelp my worker do things faster.
That doesn't mean that myworker gets to work less.
That means that I get to pay myworker less to do the same or
(19:55):
similar work that they weredoing before.
Or my worker now has to retrainthemselves on additional skills
in order to keep the samenumber of hours and get paid the
same.
As we, like, are in the middleof this, I perceive a shift
happening here as well from thislike over emphasis on
(20:18):
productivity and hustle toward amore sustainable amount.
Of work.
I'm really seeing how bringingdowntime into work time.
Is helping people both mentallyand physically.
So I'm gonna go into moredetail about this in a in a
(20:43):
future episode.
Part of the hustle narrative isthis assumption that we should
always be in stress all the timeand that it's good for us to be
always stressed out.
That it's expected, really.
It's kind of like a part of thelike like, you're you're worthy
(21:06):
if you're experiencing intenseamounts of stress ongoing for
years at a time, but it's reallyunhealthy for us and it's not
sustainable and it's part of whypeople are burning out at such
an intense rate.
Especially when you look atthat number, right, like four
hundred and thirty four percentincrease in productivity since
(21:28):
nineteen fifty.
Like, that is a lot of ofproductivity that people are
expecting to take on everysingle day.
So part of the shift isencouraging, you know, reliable
schedules building socializationand rest into the equation, and
(21:51):
thinking about I don't know ifyou track hours thinking about a
utilization rate or somethinglike that where you're expecting
people to be productive andworking on profitable activities
for a certain percentage oftheir work time.
And then people have anotherpercentage of time that they can
(22:12):
be using on other things.
And what happens is if you givepeople this ability to, you
know, be in productivity, be ina little bit of stress, and then
back out of it and be able torest then they're able to be
more creative, more innovative,people are better able to solve
(22:34):
problems.
And productivity actuallyincreases.
If you incorporate you know,rest and especially predictable
scheduling into people's worklives.
So this is this is that.
Hustle, no rest to finding amore sustainable pace, I think,
(22:59):
piece of of puzzle.
Another one is the profit firstthing.
And I talked a little bit aboutthis in the beginning, but the
idea behind profit first is thatbusiness owners put profit at
(23:20):
the forefront of accounting.
And it is important to haveprofit as a part of accounting,
and it may even be important forprofit to be the first thing
that you're thinking about inaccounting.
But what I often see is thatprofit is the only thing or,
(23:43):
like, really primarily the onlything that is driving decision
making related to accounting.
And what that does isunintentionally through
unconscious bias.
There are negative impacts thathappen when account when when
(24:12):
profit first is the only or theprimary filter by which to think
about your financial decisions.
And unintended negative impactsinclude things like
discrimination, wealthinequality, and the upholding of
oppressive systems.
(24:32):
It's like I deserve this money.
My business has made it.
I'm going to save or hold awayas much as I can, which gets
into the the hoarding piece ofit.
These people need to workharder the hustle, right, in
order to deserve any of this.
(24:54):
And so that dynamic of I madeit, it's mine.
When really you run a business,all of this is everything that
you do is reliant on many peopleto get done.
You need to work harder inorder to deserve more, which
(25:17):
people are already working fourhundred times harder than they
were fifty years ago or fourhundred times more productive
than they were back then.
But that dynamic makes itselfinto, like, bakes itself into a
lot of decision making aboutmoney and how much people are
(25:40):
paid, who gets what job, howpeople are, like, punished for
different kinds of things atwork or withheld from promotions
or all these different kinds ofthings.
And so the way that thebusiness owner makes the
decisions is based on theseunderlying dynamics And then,
(26:05):
but the result that happens onthe other end is the
discrimination and wealthinequality.
It's like discrimination andwealth inequality are symptoms
of these other issues that arereally at play.
And one of the tools thatimplements these unfair types of
(26:28):
systems is the idea of profitfirst.
And not using anything else todetermine how money should be
spent.
And some other things that havecome up at least in
conversations that I have beenhaving with clients is Dignity
First.
So what are the decisions thatare going to uphold the dignity
(26:51):
of everyone that's involved?
And how can we, you know, beaffordable while also upholding
a value and creating profit?
What are the tools that we canbring in?
The the ways that we canchannel the funds, the financial
(27:11):
resources that we have so thatwe're not solely driving profit,
but we are also supporting thedignity of the people who work
together with us.
And so Dignity is one thatcomes up, but there are others
as well.
And if there are things thatyou use to kind of make
financial decisions that are notjust solely based on profit, I
(27:36):
would love to know.
What those are.
I know for me equity,sustainability, and wellness are
ones that are a part of.
My decision making process.
Next one is the idea thatburnout is expected.
And we basically, like, retraumatizing people.
(28:01):
And it comes it comes out ofthis, like, hustle first kinda
dynamic, which we already talkedabout.
But, you know, we contribute tooverwhelm.
And burnout by having thesereally, you know, sometimes
unrealistic expectations.
You know, we think they arerealistic expectations because
(28:25):
of how maybe we have come up inthe workforce.
But really, if you take a stepback and inquire into what the
work life is, of your employee.
Some of the things that youmight be asking for could be
unrealistic or at least likethey are not feeling supported
(28:49):
in the amount of work that theyneeded to do.
And so when that happens, youhave more turnover, you have
less adaptability.
And it looks like, you know,people are putting on a face for
work.
Like, there's my you know, whoI am when I'm at home or when
(29:10):
I'm with my friends, and thenthere's who I am when I'm at
work.
And when there's this division,a strong divide between who I
am and who I am at work, itcreates conflict not just within
the person, but also, like,with everybody in the workplace.
Right?
(29:30):
And definitely not everyonefeels safe or actually is safe
to be fully themselves in theworkplace.
But in a world of work wherepeople can keep going and feel
like they can keep going and Iand actually enjoy what they're
doing, it's essential for peopleto be able to be themselves at
(29:53):
work.
And not feel like they have to,like, put on a face or be
someone else or something likethat in order to work.
And so how do we do that?
How do we create space forpeople?
When we think about this, like,term of psychological safety.
(30:14):
And what happens in that spacewhen people are more fully
themselves at work, when theyare able to bring up their
questions and problems andissues.
You're gonna have moreconnection.
You're gonna have more problemsolving teamwork, innovation,
and you're gonna be able toavoid the burnout.
(30:36):
And keep the people with youfor the long haul so that you
can keep doing the work together.
Going along with this is and Ihave subscribed to this one for
many, many years is that workmeans suffering.
Like, work and suffering arethe same thing.
(30:57):
So, like, if you're notsuffering, then it is not work.
And the problem with this isthat it's really extractive.
You're pulling the work out ofthe person.
Right?
It's not sustainable.
No one can do that forever.
And often I see guilt and fearas ways of manipulating people
(31:18):
into you know, work that that issuffering for them.
And it keeps people stuckinstead of growing.
And so if you have people whoyou feel like are stuck in this
place, they're not improving.
There's some like guilt andfear that's happening in the
stations, I think, you know, itwould be good to look into this,
(31:41):
like, what are your thoughtsaround work and suffering?
Maybe it just starts with aconversation with yourself.
But if we shift this from workmeans suffering or my company
means suffering for me.
I hate, like, I just wasreading through some comments on
the thread the other day, andthey were saying how it was a
(32:06):
bunch of business owners.
The question was, like, Are youhow often do you wanna burn
down your business?
Are, like, how often do youwanna, like, yeah, destroy your
business or leave it or whatever.
And there were so many peoplewho were saying, like, every
week, every month, a quarterly,every year, And then there were
just a few people who were like,no, I never have felt that way
(32:29):
about my business.
Like, I love my business andwhat it is.
And it got into this, like,kinda back and forth.
But I think it has to do withthis core issue of the work and
the suffering piece.
And if we can shift to workmeans fulfillment, then we have
empowerment, we have people whohave agency we have people who
(32:53):
feel like they have choice and away for them to thrive.
And those are essential for usto be able to keep doing this
important work.
That we're doing in the world.
Alright.
And we're onto our last one fortoday.
Thanks for sticking with me allthe way through so far.
This is a lot of informationthat I'm sharing all at once.
(33:15):
And just know that you can goback and listen to this again
and I'll be sharing morein-depth kind of peaks into
different parts of these trends.
Over the course of this season.
So more fun yet to come.
Okay.
So this brings me to the lastshift that I wanted to talk
(33:38):
about in this introductoryepisode to redefining success in
business.
And that is the idea ofindependence and hierarchy.
And the shift that is happeningrelated to this.
So traditional business a lotof our society is actually
(34:03):
founded in this idea that peopleare independent like, the
American work ethic, right, is,like, pull yourself up from your
bootstraps and you know, makeit happen, the American dream.
You can do whatever you want.
You just have to work hardenough.
And we have this paired withhierarchy.
(34:26):
So we have designed ourgovernment in such a way, you
know, for example, government isone way to look at it.
But we have designed ourgovernment in such a way that
there is there are many localgovernments, right, like cities,
And then there are counties.
And then, you know, this is inthe United States.
(34:50):
For example, this is how a lotof governments are organized
around the world.
But so in cities, counties,then we have states, and then we
have federal government and wehave one person technically
who's the head of the federalgovernment.
Right?
So we reinforced the idea ofindependence with one person and
(35:13):
hierarchy within the way thatwe have formed our government.
And often, this is the way thatbusinesses look.
We have one person who's at thehead of the business that are
often called the chief executiveofficer, which we can get into
a whole conversation about howwe decided to put the word chief
at the head of our businesses.
(35:33):
And all of that colonizationstuff, but that's for another
episode.
And then there are levels ofmanagement, and then there are
people who are working on thefront lines.
That's how a lot of ourbusinesses are set up.
And so and then on our in ourfamilies too, although family
(35:55):
structure is looking muchdifferent now than it has in the
past, But if you go back to thefifties, which is when a lot of
the, like, traditional businessknowledge is sort of sourced
from and still is informing alot of our our practices.
You have, like, demand, who'sthe head of the house, and then
you have the wife who's likesort of reporting to him and
(36:20):
then you have all the kids.
Right?
Or you can look at it as like agrandfather kind of figure and
then, you know, the differentgenerations that happen under
that.
But the assumptions that happenwithin this is that that an
(36:40):
individual is responsible forthe inequities that they
experience within our systems.
So an example of this is, like,she didn't ask for our rates.
We know through research thatwomen are much less likely than
(37:00):
men to ask for raises first ofall.
And when they do ask for them,they don't ask for as much.
So that's not an individualwoman's issue.
Right?
That is a systemic issue thatis happening, that is affecting
(37:23):
many women.
And so what we needed to lookfor in our systems of pay and
our work is how do we make surethat we understand that the
women who work for us are notgoing to ask for as much or as
often.
And how do we make sure thatthey don't get left behind as
(37:45):
we're doing different raises fordifferent people?
And And there are differentways to do that depending on
your organization, but that'sone to think about.
And but it's and to bring itbigger than that is that it's
our moral decision to uphold orto address these innate
(38:05):
qualities within our own sphereof influence.
So we can use hierarchy tocreate division between decision
makers and those who are on thereceiving end of division of
decisions.
Or we can create unity.
We can create spaces whereeveryone comes together and
(38:26):
makes the decisions together.
So within our spheres ofinfluence as business owners,
there are so many opportunitiesthat we have to work on these
issues of independence andhierarchy and to transition them
to the spaces ofinterdependence and
(38:50):
decentralized leadership.
And when we talk aboutinterdependence, we recognize
that we are dependent on thosearound us.
In a in a beneficial way, like,what we do affects others and
what others do affects us.
(39:11):
I mean, with employees.
Right?
We're interdependent on oneanother.
Like, I could not do the workthat I do without my team of
people who is helping me do it.
And they wouldn't be able to dowhat they are doing without me
driving the work that's comingtowards them.
(39:33):
Right?
And so Interdependence is anessential thing to understand as
a leader.
And one way to be able to showhow important that is, to live
(39:53):
that out, is to create ways todecentralize the leadership of
your company.
So it's not just you that'smaking the decisions, It's not
just you that's drivingeverything forward, but it is
really a collection of peoplewho are all working together to
do this.
And when we bring moredifferent perspectives and ideas
(40:16):
to the table, I really believethat we come up with better
solutions to the problems thatwe're facing.
And that brings us to the endof this episode.
Thank you so much for stickingwith me.
I'm releasing three episodestoday since it is the start of
(40:36):
season two.
So if you want to keep ongoing, I know this was a lot.
But if you wanna binge, on nextis Erica Court Day from the
pause on the play podcast.
And she and I have aconversation about diversity,
equity, and inclusion in theworkplace.
And some of the unseen dynamicsthat are at play there.
(40:59):
I hope that you are having agreat week and if you're looking
for some help, feel free toreach out.
Speaker 1 (41:08):
I would love to hear from you.
Hit subscribe to know when thenext episodes come out.
And if you're feeling generous,please leave a review.
Reviewers help other likeminded folks find their way to
this resource.
If something you heard todaybrought a smile to your face or
(41:31):
a spark to your heart and you'dlike to connect with me, there
are a few ways to do that.
One is my newsletter where Iput most of my time and energy
when I'm not working withclients or with my family or
working on this podcast.
Sorry, social media.
The newsletter is a mix of reallife stories, tips and tricks,
(41:56):
and of course, updates on what'shappening with the podcast.
Whenever something's going onwith me or in my business, it
always comes out there first.
Another resource that I havefor you is my guide to doing
work differently.
This guy takes you through fourinquiries into how you can
(42:17):
build a more sustainable andequitable work environment for
yourself and your team.
It's a great place if you'relooking for somewhere to get
started.
Last, if you've got a burningquestion in a comment or a
situation you'd like my eyes on,you can email me.
All those links are in the shownotes.
(42:38):
Take care, brave a soul.
Catch you next time.
Popular Podcasts
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com
24/7 News: The Latest
The latest news in 4 minutes updated every hour, every day.
Therapy Gecko
An unlicensed lizard psychologist travels the universe talking to strangers about absolutely nothing. TO CALL THE GECKO: follow me on https://www.twitch.tv/lyleforever to get a notification for when I am taking calls. I am usually live Mondays, Wednesdays, and Fridays but lately a lot of other times too. I am a gecko.