April 30, 2024 โข 18 mins
Navigating the age-old conundrum of whether to bring your entire being into the workplace is like tiptoeing through a minefield of identity politics and professional decorum. We humans, bless our intricately woven souls, are kaleidoscopes of identities; we're not just cogs in the corporate machine but intricate tapestries of experiences, beliefs, and quirks.ย
Culture, that invisible hand guiding our social dance, shapes how we approach our 9-to-5 grind. But here's the rub: while some argue for the liberation of bringing your whole self to the watercooler chats and boardroom powwows, there are valid reasons why you might not want to lay bare your soul amidst the Excel sheets and office banter. And let's face it, it's probably the last thing your boss wants too. After all, not every facet of your being is pertinent to the quarterly reports or client presentations. We all prefer the polished, Instagram-filtered version of ourselves in the workplace, where the rough edges are smoothed, and the highlights shine like a well-edited podcast episode.
๐๐ฌ๐ค ๐พ๐๐๐ฅ๐จ โ ๐๐๐ฃ๐ฎ ๐พ๐ช๐ก๐ฉ๐ช๐ง๐๐จ is the worldโs #1 show on the business of culture and the culture of business. Christian Hรถferle and Brett Parry ponder culture in short bursts and deep dives, featuring your questions and comments related to culture, business, and personal growth.
Be sure to check out and subscribe to our YouTube channel for even more great content: https://www.youtube.com/@TwoChapsManyCultures
Visit https://theculturemastery.com/ for more information about the skills for working in a global context.
The music on this episode is provided courtesy of Sepalot.
โDuum Diipโ - Artist: Sepalot - Label: Eskapaden - Copyright control
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Imagine you're looking for your next job
opportunity, for your nextprofessional challenge and you
wonder is this the place where Ican be really expressing myself
and my skills and my talents?
It might even be a workplacethat is advertising that you can
bring your whole self.
(00:22):
Well, how whole is yourself andhow many of you are there?
We are a multifaceted creaturewith different layers to our
identities.
Do we really want to bring thewhole self, the whole nine yards
(00:43):
, the whole box of toffees?
Let's talk about that.
Speaker 2 (00:48):
Welcome to Two Chaps.
Many Cultures.
In an increasingly globallyconnected world, it is vital to
possess the essential skills ofcultural intelligence.
Speaker 1 (01:00):
Listen along as we present the topics, tips and
strategies you can use todevelop the power of cultural
understanding in your personaland professional life.
Speaker 2 (01:10):
Here are your hosts, christian Huffala and Brett
Parry.
Yes, two chaps.
Many cultures where too muchculture is barely enough.
Yes, it's another episode ofthis crazy show, the number one
show of culture all across theglobe.
Trust us, we tell ourselvesthat every day.
Don't forget, just quickly,before we kick off things here,
(01:32):
hit that button, get on thesubscribe bandwagon, hit the
bell.
And, of course, don't forgetour podcast.
If you don't want to look at us, the podcast is live across all
of the best platforms.
If you don't want to look at us, the podcast is live across all
of the best platforms.
And yes, we say that too muchculture is barely enough, but is
too much of yourself, too muchwhen you turn up for work?
(01:53):
And, of course, some of theattitudes towards engagement,
getting employees engaged,getting employees motivated to
come and join an organization isthis catchphrase of bringing
your whole self to work?
This is a safe space and youcan do be in whatever you want
to be here.
Is that really effective, mate?
Speaker 1 (02:15):
I used to think so and since we both work in the
dei field as well, not just inthe so-called cross-cultural
field we work, our work touchesdiversity, equity, inclusion,
because that's part of theculture work that we do, and in
(02:35):
the DEI sphere this has been andstill is a catchphrase Can you
bring your whole self to work?
Will you be accepted the wayyou are, and are the
organizational structures andtraditions and workplace
behaviors inclusive to allow mywhole self to be part of that?
(03:00):
So I'm not trying to poo-poo onour own work.
That's exactly not what we'rehere doing in this episode.
And yet it begs the questionwhat is the whole self?
It is a great phrase to throwaround and it is great for
(03:20):
employer branding, as we'rerecruiting people and entering
the battle for the best talentout there to present ourselves
as a safe workplace where youcan bring your whole self.
But I've recently read stuffabout this and that got me
(03:41):
thinking what is the whole self?
This and that got me thinkingwhat is the whole self?
And then I looked at myself,not only in the mirror, but also
inside this crazy stuff up here.
There's stuff about me that Idon't want to bring to work and
I don't want to share withpeople at work and, quite
frankly, I'm none of anemployer's business to begin
(04:04):
with.
I mean, my identity is morethan just the stuff that I bring
to work.
Speaker 2 (04:09):
I don't know about you, brett well, let me ask you
a question.
Not, this is an interview show,but I I would think that, uh,
obviously we're culture people,so how much does culture
influence that?
Does your background?
Do you feel that there's anaspect of your German background
that might preclude you fromkeeping things to yourself?
And we can ask that of all ourclients, no matter where they
(04:32):
come from in the world?
Are there certain values andbeliefs that are embedded in a
society that do encourage thefact that you can actually
separate parts of your life,parts of the information you
share?
Speaker 1 (04:53):
Probably my culture not probably.
I know my culture determinesthe way I show up.
I have very little impulsecontrol over that.
I have cognitive control overit.
I can edit myself.
And yet if I am under stress orif I feel certain workplace
pressures, I notice how myGerman-ness flares up and do I
(05:16):
feel that I can bring that tothe workplace.
Sometimes I can and I'venoticed moments where that was
not very good for the success ofmy mission.
And I think the same is truefor any culture or any cultural
combination at work.
So it's culture, it ispersonality, it is our value
(05:39):
system, our religious views, ourreligious views, our political
opinions, our sexualorientations, our age, how that
affects the way we see the world.
Can we always bring all of thatto the workplace?
I don't know.
Speaker 2 (05:59):
Well, it brings in the question about corporate
culture too.
So, forgetting about thecountry culture, the regional
culture, what about corporateculture and the advertised
missions of a company and whatthey represent?
Maybe it might be in the fieldthat they represent, could be
the, the things they make, butalso the people inside it, um,
(06:19):
and the way that people show up.
So I'm interested in would, uh,would somebody who is in an
organization who represents theaverage feel more or be able to
express themselves in a morecomfortable way?
And therefore that kind ofbuilds on?
The thing that we talk about inDEI is to recognize, when
you've got privilege,recognizing who you are and what
(06:42):
you represent and who you loveand how you pray may be the norm
, and yet somebody else in thatorganisation may feel that
they're kind of eitherundervalued, underheard, not
appreciated because they may notrepresent that average.
So that's an aspect to me, Imean, as a leader, I would be
(07:04):
concerned about that.
Speaker 1 (07:06):
And as an employee or a team member, I will be just
as concerned about that.
I think this is an operationalexcellence piece, right To have
that every voice heard or everytalent applied in the
organization.
That's why we hire the peopleto be a team right.
That's the whole reason why webring people into the
organization.
Now, does the employer or do myteammates really care, or does
(07:32):
that really improve myperformance or my fit into the
organization if they know whereI put the cross or the, the
check mark on the, the votingballot?
Or does it really help mycompatibility with teammates if
they know what kind ofchauvinist pig I am at home or
(07:57):
what kind of racist prick I amtowards my neighbors?
Is that something?
Not that I am?
I think that was tongue incheek.
But would it be okay to bringthat part of myself to work?
I doubt it.
So bringing one's whole self isa lofty concept, but probably
(08:19):
what the employer wants, or whatthe teammates would rather have
, is your best elements or yourbest skills and talents that
qualified you to be hired forthat role, to bring that out, to
bring that on a tray and say,hey, this is what I'm really,
really good at and let's bringthis to the conversation.
(08:41):
Let's bring that to work.
I have all this other stuffthat's kind of personal and
maybe I find people who likethat, but I guess there's a
whole lot of people here whodon't like that part of me or
may not connect to that verywell.
So what benefit is it to me ifI'm able to bring that right?
(09:03):
Not really, is it?
Speaker 2 (09:05):
yeah, because you're second guessing, wouldn't you
say?
If you're, it's distractingfrom the actual passion that
you're of the work that you'redoing.
I would find that if you feelthat you somehow then, or even
there might be even a peerpressure to represent or express
yourself, um, over and abovewhat you're comfortable in doing
, and that becomes a distractionaway from the actual work that
(09:26):
you love to do and the reasonwhy you actually join the
organization in the first place.
And as a leader I think in justgetting back to that point I
made before as a leader, you,the more you go up a corporate
ladder, the more people, themore things you're responsible
for and the more people that youare in charge of, nurturing the
talents around your own biases,and realize that all of the
(10:04):
talented people around you maynot match your political
determination or your sexualorientation or whatever that is,
and your skill as a leader thenbecomes, the higher you go up
in the ladder, the ability toactually motivate these people
on an equal and equitable basis.
Speaker 1 (10:19):
Which, to me, in my mind, where this is going is
that all the power skills thatBrett and I keep talking about
the ability to learn and relearn, the ability to communicate
efficiently and effectively,non-violently, the ability to
recognize our own culturalpresets and factory settings and
(10:44):
those of others in order towork well together that also
means that we apply them toourselves right.
So I'm not only recognizingbehavioral preferences in others
and ideally, adjust to them.
I also recognize my behavioralpreferences and when they are
not adding value to my work, ifI bring certain aspects of my
(11:08):
identity to work and realizethey're not making me more money
, they're not making the companymore efficient or making my
teammates happier incollaborating with me, then it
is also a power skill torecognize.
Hey, shut that part of youridentity up for a while, because
here at work you don't needthis.
(11:30):
You can do that at home orwhatever it is you do outside of
work, in the gym or at yourhobby or on the soccer pitch.
Hooray, hooray.
That would be me.
I would be very loud andoutspoken and probably very
crude in my choice of words.
That wouldn't help me at work.
(11:51):
Right, that's a part of myidentity, a part of my whole
self that I will willingly notbring to work and happily bring
to activities where I find anenvironment in which that is a
supportive behavior.
So we're not amoebas, we're notsimple creatures.
We are complex individuals withmulti-layered, multi-faceted
(12:16):
identities.
So we also have the ability todecide which of these parts do
we bring into which environmentand work environment is very
often not the same as yoursocial casual out of work
environments.
Speaker 2 (12:35):
And as a final note, I would just say it just came to
my mind and it's no doubt truefor you too as well, christian
that all of the senior and mostexecutive level leaders that we
work with, one connecting threadalways puts them together, and
that is their ability to becurious and always questioning
(12:56):
themselves and questioning theway that they are showing up for
the people that they manage.
That's, that's ubiquitouspretty much uh, you know, 95,
I'd say, percent of the time.
Um, is that?
That's the reason that we getto work with them is because
they want people around them tochallenge them, question them
and understand their ownproclivities for certain things
(13:18):
and how that may be damaged orinhibiting their ability to
manage what they are responsiblefor, both the people side of it
and also the operational sideof it.
And so that's another kind ofreason at the end to think well,
maybe perhaps we do need topractice a little bit of editing
, self-editing, self-evaluation.
(13:39):
As you said before, looking inthe mirror, that's not always a
pretty.
Speaker 1 (13:43):
As you said before, looking in the mirror, that's
not always a pretty thing for me, especially early in the
morning, but that is what it is.
Tell my wife about theself-editing.
She will most likely confirmthat, and vice versa.
And what this brings up for meis when we talked about this in
an early episode a couple ofepisodes ago, about whether
(14:05):
culture fit is really somethingthat we would hire for if we are
an organization, or is thatsomething we look for in
teammates.
Are they good culture fits?
(14:29):
Right?
If that were a thing, if wewere still in agreement that we
must hire for culture fit, goback in our archive, go back to
that episode where we trainpeople to fit into the roles
that they are hired for, andwe'll figure out how those
(14:49):
personalities interact byupskilling them, by giving them
more opportunities to, as Brettsaid, edit themselves or become
smarter around culture andpersonalities and identity.
So if culture fit were reallythe determining factor in
(15:11):
putting together a good team,then bringing the whole self
would lead to homogenous groupswhere everybody feels that they
are confirmed or what's the word?
That they are validated by oneanother.
So we are very similar to eachother, so we feel safe with each
(15:35):
other.
That is not what a culturallyintelligent organization is.
A culturally intelligentorganization makes it possible
for people with the biggestvariety of identities to work
well together and to distill thevery essence of what makes them
talented for their jobs to fitwell together, and still, in
(16:00):
doing so, they don't have tohide who they are.
They don't have to play a role.
They are who they are, witheverything of their identities.
They simply don't showcaseevery element of their identity
at work.
So I think there is a thin linebetween being able to bring all
(16:21):
of my identity, or whether Ican bring who I am successfully
at work, and also be somethingin addition to that outside of
work, without those two worldsnecessarily affecting one
another and you know, groupthinkis pretty much another term for
intellectual laziness and agreat term.
Speaker 2 (16:45):
The other day, somebody said, if we're all
thinking alike, then we're notthinking enough, and and that,
of course, it inhibits all kindsof great outcomes when it comes
to business and, I think, justin life in general.
So what do you think?
We'd love to hear your feedback.
How do you show up at work?
(17:06):
Do you bring your whole self,and what have you seen as being
benefits or the lack of benefitfor turning up and bringing your
whole self at work?
Again, this is Two Chaps, manyCultures, and you've come to the
end of another episode.
You've survived another onebecause we have to, and don't
forget to subscribe again.
(17:27):
We're just going to remind youof that.
Then share this with yourfriends, share this with your
colleagues, your friends, yourfamily, get them on the two
chaps train.
Two chaps train.
We don't think alike here.
We we encourage everybody.
(18:13):
Have a good week and all thebest.
Bye now.
Imagine you're looking for your next job
opportunity, for your nextprofessional challenge and you
wonder is this the place where Ican be really expressing myself
and my skills and my talents?
It might even be a workplacethat is advertising that you can
bring your whole self.
(00:22):
Well, how whole is yourself andhow many of you are there?
We are a multifaceted creaturewith different layers to our
identities.
Do we really want to bring thewhole self, the whole nine yards
(00:43):
, the whole box of toffees?
Let's talk about that.
Speaker 2 (00:48):
Welcome to Two Chaps.
Many Cultures.
In an increasingly globallyconnected world, it is vital to
possess the essential skills ofcultural intelligence.
Speaker 1 (01:00):
Listen along as we present the topics, tips and
strategies you can use todevelop the power of cultural
understanding in your personaland professional life.
Speaker 2 (01:10):
Here are your hosts, christian Huffala and Brett
Parry.
Yes, two chaps.
Many cultures where too muchculture is barely enough.
Yes, it's another episode ofthis crazy show, the number one
show of culture all across theglobe.
Trust us, we tell ourselvesthat every day.
Don't forget, just quickly,before we kick off things here,
(01:32):
hit that button, get on thesubscribe bandwagon, hit the
bell.
And, of course, don't forgetour podcast.
If you don't want to look at us, the podcast is live across all
of the best platforms.
If you don't want to look at us, the podcast is live across all
of the best platforms.
And yes, we say that too muchculture is barely enough, but is
too much of yourself, too muchwhen you turn up for work?
(01:53):
And, of course, some of theattitudes towards engagement,
getting employees engaged,getting employees motivated to
come and join an organization isthis catchphrase of bringing
your whole self to work?
This is a safe space and youcan do be in whatever you want
to be here.
Is that really effective, mate?
Speaker 1 (02:15):
I used to think so and since we both work in the
dei field as well, not just inthe so-called cross-cultural
field we work, our work touchesdiversity, equity, inclusion,
because that's part of theculture work that we do, and in
(02:35):
the DEI sphere this has been andstill is a catchphrase Can you
bring your whole self to work?
Will you be accepted the wayyou are, and are the
organizational structures andtraditions and workplace
behaviors inclusive to allow mywhole self to be part of that?
(03:00):
So I'm not trying to poo-poo onour own work.
That's exactly not what we'rehere doing in this episode.
And yet it begs the questionwhat is the whole self?
It is a great phrase to throwaround and it is great for
(03:20):
employer branding, as we'rerecruiting people and entering
the battle for the best talentout there to present ourselves
as a safe workplace where youcan bring your whole self.
But I've recently read stuffabout this and that got me
(03:41):
thinking what is the whole self?
This and that got me thinkingwhat is the whole self?
And then I looked at myself,not only in the mirror, but also
inside this crazy stuff up here.
There's stuff about me that Idon't want to bring to work and
I don't want to share withpeople at work and, quite
frankly, I'm none of anemployer's business to begin
(04:04):
with.
I mean, my identity is morethan just the stuff that I bring
to work.
Speaker 2 (04:09):
I don't know about you, brett well, let me ask you
a question.
Not, this is an interview show,but I I would think that, uh,
obviously we're culture people,so how much does culture
influence that?
Does your background?
Do you feel that there's anaspect of your German background
that might preclude you fromkeeping things to yourself?
And we can ask that of all ourclients, no matter where they
(04:32):
come from in the world?
Are there certain values andbeliefs that are embedded in a
society that do encourage thefact that you can actually
separate parts of your life,parts of the information you
share?
Speaker 1 (04:53):
Probably my culture not probably.
I know my culture determinesthe way I show up.
I have very little impulsecontrol over that.
I have cognitive control overit.
I can edit myself.
And yet if I am under stress orif I feel certain workplace
pressures, I notice how myGerman-ness flares up and do I
(05:16):
feel that I can bring that tothe workplace.
Sometimes I can and I'venoticed moments where that was
not very good for the success ofmy mission.
And I think the same is truefor any culture or any cultural
combination at work.
So it's culture, it ispersonality, it is our value
(05:39):
system, our religious views, ourreligious views, our political
opinions, our sexualorientations, our age, how that
affects the way we see the world.
Can we always bring all of thatto the workplace?
I don't know.
Speaker 2 (05:59):
Well, it brings in the question about corporate
culture too.
So, forgetting about thecountry culture, the regional
culture, what about corporateculture and the advertised
missions of a company and whatthey represent?
Maybe it might be in the fieldthat they represent, could be
the, the things they make, butalso the people inside it, um,
(06:19):
and the way that people show up.
So I'm interested in would, uh,would somebody who is in an
organization who represents theaverage feel more or be able to
express themselves in a morecomfortable way?
And therefore that kind ofbuilds on?
The thing that we talk about inDEI is to recognize, when
you've got privilege,recognizing who you are and what
(06:42):
you represent and who you loveand how you pray may be the norm
, and yet somebody else in thatorganisation may feel that
they're kind of eitherundervalued, underheard, not
appreciated because they may notrepresent that average.
So that's an aspect to me, Imean, as a leader, I would be
(07:04):
concerned about that.
Speaker 1 (07:06):
And as an employee or a team member, I will be just
as concerned about that.
I think this is an operationalexcellence piece, right To have
that every voice heard or everytalent applied in the
organization.
That's why we hire the peopleto be a team right.
That's the whole reason why webring people into the
organization.
Now, does the employer or do myteammates really care, or does
(07:32):
that really improve myperformance or my fit into the
organization if they know whereI put the cross or the, the
check mark on the, the votingballot?
Or does it really help mycompatibility with teammates if
they know what kind ofchauvinist pig I am at home or
(07:57):
what kind of racist prick I amtowards my neighbors?
Is that something?
Not that I am?
I think that was tongue incheek.
But would it be okay to bringthat part of myself to work?
I doubt it.
So bringing one's whole self isa lofty concept, but probably
(08:19):
what the employer wants, or whatthe teammates would rather have
, is your best elements or yourbest skills and talents that
qualified you to be hired forthat role, to bring that out, to
bring that on a tray and say,hey, this is what I'm really,
really good at and let's bringthis to the conversation.
(08:41):
Let's bring that to work.
I have all this other stuffthat's kind of personal and
maybe I find people who likethat, but I guess there's a
whole lot of people here whodon't like that part of me or
may not connect to that verywell.
So what benefit is it to me ifI'm able to bring that right?
(09:03):
Not really, is it?
Speaker 2 (09:05):
yeah, because you're second guessing, wouldn't you
say?
If you're, it's distractingfrom the actual passion that
you're of the work that you'redoing.
I would find that if you feelthat you somehow then, or even
there might be even a peerpressure to represent or express
yourself, um, over and abovewhat you're comfortable in doing
, and that becomes a distractionaway from the actual work that
(09:26):
you love to do and the reasonwhy you actually join the
organization in the first place.
And as a leader I think in justgetting back to that point I
made before as a leader, you,the more you go up a corporate
ladder, the more people, themore things you're responsible
for and the more people that youare in charge of, nurturing the
talents around your own biases,and realize that all of the
(10:04):
talented people around you maynot match your political
determination or your sexualorientation or whatever that is,
and your skill as a leader thenbecomes, the higher you go up
in the ladder, the ability toactually motivate these people
on an equal and equitable basis.
Speaker 1 (10:19):
Which, to me, in my mind, where this is going is
that all the power skills thatBrett and I keep talking about
the ability to learn and relearn, the ability to communicate
efficiently and effectively,non-violently, the ability to
recognize our own culturalpresets and factory settings and
(10:44):
those of others in order towork well together that also
means that we apply them toourselves right.
So I'm not only recognizingbehavioral preferences in others
and ideally, adjust to them.
I also recognize my behavioralpreferences and when they are
not adding value to my work, ifI bring certain aspects of my
(11:08):
identity to work and realizethey're not making me more money
, they're not making the companymore efficient or making my
teammates happier incollaborating with me, then it
is also a power skill torecognize.
Hey, shut that part of youridentity up for a while, because
here at work you don't needthis.
(11:30):
You can do that at home orwhatever it is you do outside of
work, in the gym or at yourhobby or on the soccer pitch.
Hooray, hooray.
That would be me.
I would be very loud andoutspoken and probably very
crude in my choice of words.
That wouldn't help me at work.
(11:51):
Right, that's a part of myidentity, a part of my whole
self that I will willingly notbring to work and happily bring
to activities where I find anenvironment in which that is a
supportive behavior.
So we're not amoebas, we're notsimple creatures.
We are complex individuals withmulti-layered, multi-faceted
(12:16):
identities.
So we also have the ability todecide which of these parts do
we bring into which environmentand work environment is very
often not the same as yoursocial casual out of work
environments.
Speaker 2 (12:35):
And as a final note, I would just say it just came to
my mind and it's no doubt truefor you too as well, christian
that all of the senior and mostexecutive level leaders that we
work with, one connecting threadalways puts them together, and
that is their ability to becurious and always questioning
(12:56):
themselves and questioning theway that they are showing up for
the people that they manage.
That's, that's ubiquitouspretty much uh, you know, 95,
I'd say, percent of the time.
Um, is that?
That's the reason that we getto work with them is because
they want people around them tochallenge them, question them
and understand their ownproclivities for certain things
(13:18):
and how that may be damaged orinhibiting their ability to
manage what they are responsiblefor, both the people side of it
and also the operational sideof it.
And so that's another kind ofreason at the end to think well,
maybe perhaps we do need topractice a little bit of editing
, self-editing, self-evaluation.
(13:39):
As you said before, looking inthe mirror, that's not always a
pretty.
Speaker 1 (13:43):
As you said before, looking in the mirror, that's
not always a pretty thing for me, especially early in the
morning, but that is what it is.
Tell my wife about theself-editing.
She will most likely confirmthat, and vice versa.
And what this brings up for meis when we talked about this in
an early episode a couple ofepisodes ago, about whether
(14:05):
culture fit is really somethingthat we would hire for if we are
an organization, or is thatsomething we look for in
teammates.
Are they good culture fits?
(14:29):
Right?
If that were a thing, if wewere still in agreement that we
must hire for culture fit, goback in our archive, go back to
that episode where we trainpeople to fit into the roles
that they are hired for, andwe'll figure out how those
(14:49):
personalities interact byupskilling them, by giving them
more opportunities to, as Brettsaid, edit themselves or become
smarter around culture andpersonalities and identity.
So if culture fit were reallythe determining factor in
(15:11):
putting together a good team,then bringing the whole self
would lead to homogenous groupswhere everybody feels that they
are confirmed or what's the word?
That they are validated by oneanother.
So we are very similar to eachother, so we feel safe with each
(15:35):
other.
That is not what a culturallyintelligent organization is.
A culturally intelligentorganization makes it possible
for people with the biggestvariety of identities to work
well together and to distill thevery essence of what makes them
talented for their jobs to fitwell together, and still, in
(16:00):
doing so, they don't have tohide who they are.
They don't have to play a role.
They are who they are, witheverything of their identities.
They simply don't showcaseevery element of their identity
at work.
So I think there is a thin linebetween being able to bring all
(16:21):
of my identity, or whether Ican bring who I am successfully
at work, and also be somethingin addition to that outside of
work, without those two worldsnecessarily affecting one
another and you know, groupthinkis pretty much another term for
intellectual laziness and agreat term.
Speaker 2 (16:45):
The other day, somebody said, if we're all
thinking alike, then we're notthinking enough, and and that,
of course, it inhibits all kindsof great outcomes when it comes
to business and, I think, justin life in general.
So what do you think?
We'd love to hear your feedback.
How do you show up at work?
(17:06):
Do you bring your whole self,and what have you seen as being
benefits or the lack of benefitfor turning up and bringing your
whole self at work?
Again, this is Two Chaps, manyCultures, and you've come to the
end of another episode.
You've survived another onebecause we have to, and don't
forget to subscribe again.
(17:27):
We're just going to remind youof that.
Then share this with yourfriends, share this with your
colleagues, your friends, yourfamily, get them on the two
chaps train.
Two chaps train.
We don't think alike here.
We we encourage everybody.
(18:13):
Have a good week and all thebest.
Bye now.
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