August 19, 2025 • 30 mins
What if your next workplace change didn’t cause chaos—just clarity? 🦀✨
On this episode of The Advisor with Lisa Urbanski, special guest Hermie the HR Hermit Crab (from the Harmonious Workplaces series) shares a fun, practical guide to adapting to change without the crabbiness. From tech rollouts to policy shifts, Hermie breaks down how to reduce resistance, boost engagement, and keep teams moving in the same direction. You’ll learn how to:
• 📘 Book — Hermie the HR Hermit Crab → https://www.harmoniousworkplaces.com
• 🌐 Website → https://www.harmoniousworkplaces.com
• 🔗 LinkedIn → https://www.linkedin.com/in/richardjacruz
• 🐦 X (Twitter) → https://www.twitter.com/richcruzchicago
• 📸 Instagram → https://www.instagram.com/hermiehrcrab
• ✉️ Contact → rich@harmoniousworkplaces.com
Become a supporter of this podcast: https://www.spreaker.com/podcast/business-growth-mindset-the-advisor--6704784/support.
On this episode of The Advisor with Lisa Urbanski, special guest Hermie the HR Hermit Crab (from the Harmonious Workplaces series) shares a fun, practical guide to adapting to change without the crabbiness. From tech rollouts to policy shifts, Hermie breaks down how to reduce resistance, boost engagement, and keep teams moving in the same direction. You’ll learn how to:
- 🧭 Guide change with clarity: Set shared goals and a simple rollout plan
- 🗣️ Communicate smarter: Blend open forums with structured feedback for psychological safety
- 🧑🏫 Train for adoption: Map current workflows, offer just-in-time training, and support champions
- 🤝 Leverage strengths: Put the right people in the right roles during transitions
- 🧰 Use Hermie’s crew: Meet Gary the IT Gecko & Rocco the Custodian—character tips you’ll actually remember
- 🌊 Stay human: Mindset, forgiveness, and patience to keep morale high while you modernize
• 📘 Book — Hermie the HR Hermit Crab → https://www.harmoniousworkplaces.com
• 🌐 Website → https://www.harmoniousworkplaces.com
• 🔗 LinkedIn → https://www.linkedin.com/in/richardjacruz
• 🐦 X (Twitter) → https://www.twitter.com/richcruzchicago
• 📸 Instagram → https://www.instagram.com/hermiehrcrab
• ✉️ Contact → rich@harmoniousworkplaces.com
Become a supporter of this podcast: https://www.spreaker.com/podcast/business-growth-mindset-the-advisor--6704784/support.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Welcome back to the Advisor.
Speaker 2 (00:05):
We have a special guest for you today, so special.
In fact, he's sitting with us right here. He's also
sitting behind me. You can see him here. His name
is Hermi. He is Hermie the h R Hermit krab So.
He's a cartoon character who works with a cast of
characters including Boss Beta kat Meal. The line manager is
(00:30):
Marshall Fetcher, a Labrador Retriever in sales, Gary Gecko in It,
rock O Rat, the custodian Piam Mooch, the Chauahwa project manager,
and Hermoine mccrab in DEI. And he is here to
talk about adapting to change without the crabbiness.
Speaker 1 (00:53):
It is so nice to meet you in person.
Speaker 2 (00:56):
I read you, I read your book and it's amazing,
but now get to actually meet you.
Speaker 3 (01:04):
Thanks.
Speaker 4 (01:04):
I'm so honored. I can't believe what I showed up.
Like there I am, you know, and I'm like, that's
just it's it's just so humbling, you know. So thanks
for having me on today.
Speaker 2 (01:16):
Oh my god, I was looking forward to this so
much on a Monday morning, and so exactly I need
I needed to see you Herm.
Speaker 4 (01:24):
Right on, right on, Ah, I needed this too, you know.
It's a great way to start the week for sure.
Speaker 1 (01:29):
Absolutely.
Speaker 2 (01:31):
So why do people get so grabby when things start
changing in the workplace?
Speaker 3 (01:36):
Uh, you know, change is just it's so hard.
Speaker 4 (01:40):
I mean for us herbit crabs, it's it's like second nature,
you know, we kind of have to like it's it's
a little like in the family, you know. But for
a lot of people, you know, changes it's it's uncomfortable.
It just makes us feel like, uh, you know, our
whole and it's literally our whole current way of doing
(02:00):
things is going away. And also there's a there's a
little a little bit of a morning period going on there.
You know, even if things aren't like working out then
we we still we like to hold on to the
things that we're used to, you know, where the especially
people are just very habitual, you know, it's what it's
(02:21):
what they do.
Speaker 2 (02:24):
Yeah, I'm gonna admit admit something. So I had a
really really poor manager once and they worked their butts off.
Speaker 3 (02:34):
What's that I get that?
Speaker 4 (02:36):
I yeah, we've got.
Speaker 2 (02:40):
They worked their butts off to find someone new to
come in and I was so excited for it, and
I was like, yes, things are going to start changing
and we can do better. But then this person comes
in and for some reason, my ego stepped in and
I gave them a hard time.
Speaker 3 (02:56):
Ah yeah, yeah, yeah.
Speaker 1 (02:58):
It's like the testing.
Speaker 4 (03:00):
That's right, that's right. You know, there's there's this there's
several different like change models that are out there, you know,
and like one of those that the folks at the
Harmonious Workplaces podcast, you know, so Harmonious Workplaces that's the
that's the organization that kind of brought me on board,
you know, and wrote the book, you know, so on
(03:23):
their podcast they talk about several different change models and.
Speaker 3 (03:27):
A lot of those, you know, it's about you.
Speaker 4 (03:30):
Have to let go of So it's like the ending
of the status quo. And you know, you're manager could
be like all gung ho about this, but if you're
feeling like I just don't want this to go away
because it's a comfortable, warm blanket or you know, a
(03:52):
shell that that that you've become very accustomed to, it's
you know, it's hard to it's just hard to let
that go. You know. So psychologically you're you're you're very normal.
Let me play it that way.
Speaker 1 (04:05):
Mmmm.
Speaker 2 (04:07):
Yeah, it's like this protect mechanism that came in.
Speaker 1 (04:11):
It was like, who is this? They don't know anything
about anything? What are they?
Speaker 2 (04:14):
They're making me do this now, and you know you
get so frustrated, but it's all for the better.
Speaker 1 (04:20):
Yeah, it's weird. Yeah, it's weird phenomenon.
Speaker 4 (04:23):
Well, you know, we we've got, uh in our cast
of characters, right, We've got a.
Speaker 3 (04:29):
Gecko Gary, right, So he's a he's a reptile.
Speaker 4 (04:33):
And humans have a you know, kind of reptilian braid.
Speaker 3 (04:38):
You know that's out there, and that's the thing.
Speaker 4 (04:41):
That when we're challenged, you know, we have the response
of fight, flight, fawn or freeze. Right, So we're gonna
we we either want to challenge and fight and you
know resist the change completely, which is a again completely normal,
(05:01):
but it's confrontational.
Speaker 3 (05:03):
Right. Uh.
Speaker 4 (05:04):
Then there's the Then there's a flight like we just
you know, we we hide in our shell and kind
of try to avoid things. Right, So we have the
kind of avoidance form of conflict resolution, which doesn't usually work.
Let me just put it that way. It's it's it's
not it's not a great place to be.
Speaker 3 (05:25):
Uh.
Speaker 4 (05:26):
Then there's the the one that we learned about fairly
recently on the on the the Harmonious Workplaces podcast, which
is fun, which is interesting because sometimes we like to like, uh,
make the person that's making the change go away by
by by being a people pleaser, if that makes sense, right, So,
(05:49):
so we that that's a perfectly normal response to and
then uh, then there's.
Speaker 3 (05:53):
The freeze, you know. Free freez see is.
Speaker 4 (05:58):
Just where we don't know what to do, we don't
know where to go and uh and we're just not
going to have anything to do with this, you know.
So it's it's kind of in a way the uh,
the flight pattern, except that you know where we just stop,
we just shut down, you know, and that's do we.
Speaker 3 (06:17):
See that a lot? That's that's kind of where that disengagement.
Speaker 4 (06:20):
Happens, which we see a lot in uh different polls
out there.
Speaker 3 (06:24):
Yeah.
Speaker 2 (06:25):
Yeah, I look forward to meeting some of your friends.
So they're the HR crew you mentioned, who did you
just mention? So Gary works in it.
Speaker 4 (06:38):
Gary works in it. He's a hard worker. But boy,
when you when you challenge him. You know, there's a
recent comic that we did. If you go to Hermie
h r crab dot com or hermie hr Hermit Crab
dot com. You'll see the latest cartoon where Gary kind
of he goes into his hiding spot, you know, because
(07:01):
he's just he's just a hyder.
Speaker 3 (07:03):
You know, he's tried to avoid y know, what's going on.
Speaker 4 (07:07):
So but let me tell you there there are fewer
few people out there are a few reptiles out there.
Speaker 3 (07:16):
That are better at it than Gary.
Speaker 2 (07:20):
Love you, Gary, I love that so much. What about
like Ronco, there's a rat. He's a custodian wonder. He
must see everything.
Speaker 1 (07:32):
That goes on.
Speaker 3 (07:33):
He sure does. And he's just you know, he's one
of the newer characters.
Speaker 4 (07:37):
He's not in the book that that's on Amazon, but
he will be in more upcoming things, you know. But
he's just such a hard worker and he's always there
when you need him. Just keeps the place running. And unfortunately,
if you look at one of the comics there, he
(07:59):
can't be a little minded at.
Speaker 3 (08:00):
The end of the day.
Speaker 4 (08:01):
Because I kind of got locked in the uh the
building once. But yeah, that's okay, that's all right. Love
you too, Rocco, keep up good work.
Speaker 2 (08:13):
Oh no, I got locked in once too, Hermie, and
I I was sitting on my desk and I stood
up and I triggered the alarm, and I remember it
was so loud, and I was like, oh, the custodian
did it again.
Speaker 1 (08:27):
They didn't check with you if anyone was left in
the building. So, yeah, it happens to the best of us.
Speaker 3 (08:32):
It happens to the best of us.
Speaker 1 (08:34):
Yeah, Rocco, It's okay, Rocco, right on. Yeah, Oh my god.
Speaker 2 (08:42):
So I guess, Hermie, what do we do, like, how
do we adapt to changes in the workplace? Like what
are some simple things that we can do and what
are some of the changes that you see that people
react to the most.
Speaker 4 (08:56):
Yeah, yeah, that's a great question, Lisa, And I think
think that one of the things, one of the first
things is that, you know, we do need to acknowledge,
you know, that that we're you know, we're we're organisms, right, we're.
Speaker 3 (09:08):
People and and.
Speaker 4 (09:11):
Critters at our case, right that, uh, you know, we
do have feelings and those need to be acknowledged. But
I think the social aspect of change is very often overlooked, right,
So when we have the opportunity to find people or
you know, co workers that can champion the change and
(09:34):
help people feel better about moving forward, I think that's
very powerful.
Speaker 3 (09:40):
I also think that we.
Speaker 4 (09:42):
Talk a lot about motivation and goal setting both in
the book and and the Harmonious Workplaces podcasts, they talk
about that a lot where uh, you know, the evidence
shows that if you have shared goal setting, where you
know you're making the goals not just you know, the
organization's goals, but your own, right, so setting your own
(10:06):
development goals and allowing people to learn what they want
to learn and develop the way that they want to develop.
Speaker 3 (10:13):
So you're leveraging their strengths rather than trying to fit
them into, you know, a box that you know they
may they may not feel like they want to fit into,
if that makes sense, you know, so some of that.
Speaker 4 (10:25):
Is going to lead to uh, you know, psychologically positive affect. Right,
So they're gonna they're going to feel better about their
about the work that they do. Their job satisfaction goes up,
their engagement goes up, and then we're we're moving ahead.
You know, it takes a lot that that you might
still be afraid, but you're you're going to just feel
a lot better about moving forward, even even like pushing
(10:49):
through some of those fears and having some grit.
Speaker 2 (10:54):
I remember when there was a bunch of people leaving
my old workplace, and some people were getting my go
and there was probably it felt like one person left
and then about five other people.
Speaker 1 (11:05):
And I remember, even though I.
Speaker 2 (11:08):
Knew I was doing a good job and that I
was valuable, there was still this feeling inside me that
I felt unsafe. It was like I could be next,
and like it was that feeling of what's happening because
they didn't do a good job of really like communicating
well with us on what their plans were for change
(11:29):
in the workplace. So everyone was like walking on eggshells,
and every time the boss was walking around, we're like
someone's who's next?
Speaker 1 (11:37):
You know. That was a really really negative feeling.
Speaker 2 (11:39):
So yeah, HEMI how important is communication when it comes
to change?
Speaker 3 (11:44):
Uh?
Speaker 4 (11:45):
You know, communication is of the utmost importance, right, I
mean really, Uh, that's that's probably the primary function of
anybody who's like a change leader, right, is to make
sure that we're communicating with all the stake holders. You know,
when we think about stakeholders, we usually think about the
the upper echalots, right, all those all the leaders and
(12:08):
the managers, but everybody that's involved in in in a change, right,
is a stakeholder. We need to be able to communicate
with them effectively on the channels that they use, with
the least amount of uh of resistance to the you know,
to the communication.
Speaker 3 (12:26):
Without the with without all the you know, the static
and the things that can get in the way of understanding. Right.
Speaker 4 (12:32):
So we've actually talked about communication quite a bit in
our workplace, you know, so leveraging different types of meetings,
you know, having you know, shorter like stand up meetings
during the day, allowing people to freely express their feelings, right,
(12:54):
So having some of that psychological safety which has been
shown even from what is that the nineteen fifties or sixties,
you know, from ed Shine, Edgar Shine. You know, so
these things are they continue to come up right where
(13:14):
the people need to feel safe and secure, right, because
that's if we look at like mass if you are
you familiar with Maslow Maslow's hierarchy of needs, right, that's
stability part is super important. Like if we if we
don't have that that second layer of you know, feeling secure,
(13:35):
then you know that reptilian brain is just going to
go loco. You know, it's just just what is right. So,
so you know, going back to communication, right, having the
assurance of and look at we have to make sure
that we understand that it's a volatile time out there, right,
(13:57):
so we don't exactly know what's going to happen, and
that's okay.
Speaker 3 (14:03):
We need to acknowledge that and let people know that.
Speaker 4 (14:08):
But we have to keep the lines of communication open
and have a feedback loop to allow people actually, yeah,
express their feelings as well as receive like what they
need to do in the organization.
Speaker 3 (14:22):
Boy, I said a lot of things there.
Speaker 1 (14:25):
Yeah, I know.
Speaker 2 (14:28):
One of the managers in that situation I was telling
you about sent out a form for comments, which was
helpful because at one point before this happened, they opened
the floor, which sometimes when people are given the freedom
to speak, it can also become chaotic because everyone got
(14:48):
their opinions. This person triggers this person, and it was
like it was terrible to stand on the sidelines and watch.
I just felt it was like, so everything was slowly unraveling.
But then the next time there was change. We were
offered a feedback form where we could clearly say what
we needed to say in writing and then HR would
(15:09):
read it and then they would at least know that
there's certain things going on. But I think too much
freedom for a communication can also be a challenging thing
in the workplace as well.
Speaker 3 (15:20):
It can't.
Speaker 4 (15:21):
I mean, we do see people express that they get
burnt out with all the communication, all the all the
zoom meetings and you know, everything like that, right, But
I really applaud the fact that they allowed to have
an anonymous type of or even if it wasn't anonymous,
you know, they have a form where they don't have
to talk in a forum. So the I believe it's
(15:47):
Harvard Publishing has some simulations for change, which is they're
pretty interesting and there's like all these different like levers
that you can pull, and so they could be asking
the president or the CEO to come in and talk
to everybody, right, or to go and find people who
(16:08):
can influence somebody else from across their their social sphere.
But having those town hall meetings that allow people to
express their own thoughts and opinions, uh, and that that
could be really powerful, you know. But but there's a
cost to all that as well, right, So you you
(16:28):
have to weigh all of those types of factors, right,
because people sometimes don't feel like they're they're ready to
you know, talk in front of a group. Right, So
we we often see that they might use the chat
feature in teams, or they might make like a Q
(16:49):
and a where it's not viewable to everybody but just
to the stakeholders.
Speaker 3 (16:53):
Right. So some of.
Speaker 4 (16:54):
Those, some of those nifty little you know, technological things
have really helped the change process I found.
Speaker 1 (17:03):
I want to talk about it a little bit. Or
changes to systems.
Speaker 2 (17:08):
Is that a really challenging thing for workplaces when something
changes in the way the systems work. So you get
a new program, you get a new software, and everyone
has to learn it. That must be really tough on
your get go buddy there when programs change.
Speaker 1 (17:29):
How is that in a workplace? How does that affect
a workplace?
Speaker 4 (17:33):
You know, technology becomes part of the culture of the organization,
right it really it really affects the way people behave, right,
and that and that behavior is part of the artifacts
of a culture.
Speaker 3 (17:49):
So yeah, when you put in like like you're just.
Speaker 4 (17:53):
Going to change from let's just say, from like Google
to Microsoft or something like that, right, it can completely
disrupt the way people are normally going to work. Right.
And then when you have blended systems, Like I know
some places have both, like they'll have a Google workspace
(18:14):
and they'll have a Microsoft place, and it's like, how
where do you go to do this that or the
other thing?
Speaker 3 (18:20):
Right?
Speaker 4 (18:21):
So, I think part of this is having some very
clear policies and procedures about when you use something, you know,
for what purpose? Right, So kind of a little bit
of why we have this system over that system, Right,
That's one thing. The other thing is capture what people
(18:45):
are doing now, right, learn how they're doing it now,
because then you can you can go back and say, Okay,
this is how you've been used to doing it, but
now we're going to do it in this new way
and this is just the way that you were doing
it before. Here's the new way that we're going to
do it. And then if you can relate that, demonstrate it,
(19:09):
you kind of explain it, then demonstrate it, then guide
them through it, and then empower them to actually take action,
you're going to have a pretty easier, much easier time
you'll getting them to change. But technology is always going
to change, like always going to change.
Speaker 2 (19:31):
Yeah, and I mean it usually when you learn how
it works, and it usually is for the best. But
I know that I was working in a law firm
in my twenties and they upgraded the system and some
of the older generation of people who you know, started
working with typewriters.
Speaker 1 (19:50):
They were having.
Speaker 2 (19:50):
To learn the system, and it was just chofs. I
just remember, complete and utter chaos. But then they brought
in instructors, and then they brought in training programs, and
then people had to take these mandatory how to use
the software, and then things started, you know, evening out,
(20:11):
but it was just complete and utter chaos for a while.
Speaker 4 (20:15):
I know one of my friends who's in an organizational
development specialist or or i should say even like guru, right,
Alan Landers, He's told a story where he had to
move an entire organization from typewriters. It's very plain that
you said that, right, because like.
Speaker 3 (20:35):
A lot of our a lot of reviewers are like,
what's a typewriter?
Speaker 1 (20:38):
Yeah?
Speaker 4 (20:39):
Yeah, literally, but yeah, but I remember typewriters, and and
he had to move them from typewriters to work processing
and used he would have people still go back and
use their typewriters. So they had they had to get
rid of all the typewriters, like just get rid of them,
(21:00):
and it was just such such I mean, people felt
like they were touched in the gut, you know, but
when they were.
Speaker 3 (21:08):
Able to say, Okay, I have this skill that I
can do in type.
Speaker 4 (21:14):
It made my typewriter, but I can now translate it
over to my computer.
Speaker 3 (21:18):
Huh. Look that I can make changes and I don't
have to use white out. That's kind of a big thing. Right.
Speaker 2 (21:26):
All I can hear right now is that the sound
of the typewriter. I used it very briefly. I mean
I'm forty years old and I was twenty and early
in my career in the legal world, and we have
to use it for this one task, for this one form,
and I just yeah, I remember the sound of it.
Speaker 1 (21:44):
And then I remember when I messed up. I was like,
oh god, now how do I how do I fix this?
Speaker 2 (21:49):
And there was a skate or an a race key,
but it didn't always work that great, and so I
just like erase race race race.
Speaker 1 (21:56):
Oh yeah, sound of it is like burnt in my brain.
Speaker 3 (21:59):
That's right. Uh.
Speaker 4 (22:01):
Can you imagine be like a crab like I don't
have I don't have like ten fingers, you know, I've
got two claws. It is not very easy to punch
out something.
Speaker 3 (22:12):
Out of.
Speaker 1 (22:14):
Fingers. There you go.
Speaker 3 (22:19):
That's right, that's okay, that's right.
Speaker 1 (22:22):
Get people hugs.
Speaker 3 (22:24):
Oh you know a hug.
Speaker 4 (22:27):
Have you ever seen there are there are actually some
uh nature videos out there that show that your hermit
crabs can be very social critters. So we share shelves
with each other, you know, well we outgrow one, we'll
like pass them down the line.
Speaker 3 (22:45):
And uh, you know, so give me a hug.
Speaker 4 (22:47):
It's just uh, you know, we don't we try not
to pinch anybody, of course, but you know you're just
putting your putting your your claws around somebody. And you know,
if you don't mind, if you don't mind the feeling
the little cold. You know, we're not wear blooded, but
you know that's uh it. We really love the hug.
(23:08):
Let me tell you that.
Speaker 1 (23:10):
Ah, you share your shelves with other people. That's so awesome.
Speaker 4 (23:14):
Yeah yeah, this uh this this skuy but yeah that
I wear it right now. I think that came from
I think that came from one of my cousins. That's
a little bit of a hand mee Doug. But it's yeah,
a little polish, little spit polish. It's all good.
Speaker 1 (23:29):
Oh my gosh, I love it so much.
Speaker 2 (23:32):
Do you have any other tips or you know, anything
else to say about change in the workplace and how
to not be so crabby?
Speaker 4 (23:42):
Yeah, you know, I get we kind of talked about
goal setting, but like, you know, setting your own goals,
let people set their own goals, right, and owning that.
Making friends in the workplace, you know, so that you
have some of that social support I think is super helpful.
Speaker 3 (23:59):
So we talked a little bit about that.
Speaker 4 (24:01):
But you know, I think one of the main things
that we hear this on the Harmonious Workplaces podcasts all
the time is you know, they like to say, make
change your friend, right, And that I think is it
just comes down to understanding that things are going to
change and we can make the change something that really
(24:24):
works for us. Right, So don't be afraid. I mean
you're going to be afraid. So I'm just going to
acknowledge that you are going to be afraid at some
point during that process.
Speaker 3 (24:36):
But that's okay.
Speaker 4 (24:38):
Look at what good you can do from that, right,
So look at the type of things you can do
to help other people. You know, the organization that you
work for is around for a reason, you know, Li said,
do you know what that reason is?
Speaker 5 (24:53):
No, tell us every single organization out there, whether it
is a you know, a business or a nonprofit or
anything like that, there's one thing in common.
Speaker 3 (25:06):
I would give you one guess, any guesses.
Speaker 2 (25:11):
I can't even guess right now, Hernie, what the one
thing to ask me the question again?
Speaker 1 (25:15):
One thing all organizations have in common.
Speaker 4 (25:18):
One thing, one thing why an organization exists, Any single
organization exists.
Speaker 1 (25:27):
To make changes in the world.
Speaker 3 (25:30):
Oh kind of.
Speaker 4 (25:32):
It's to serve a customers. Serve a customer, you know,
whether it's a hospital or a business, or a factory,
or a church or any school, right, there is a
customer that needs to have what you offer, right. So
when we think about how can we better serve that
(25:56):
customer right and keep them coming back and and and
you know, satisfying their needs, I think we're going to
find that our needs are also.
Speaker 3 (26:07):
Met. Does that make sense?
Speaker 2 (26:10):
Yes, because you're it starts in the organization itself. So
if your goal is to serve your client to the
utmost ability that you have, then your team needs to
be on the same page and you need to all
be in coherence for your customer to be supported, and
then you'll feel supported because your goal is to help
(26:31):
people with whatever service product you're providing.
Speaker 1 (26:34):
Is am I translating that?
Speaker 2 (26:35):
Right?
Speaker 3 (26:36):
You got it, You got it exactly. Now.
Speaker 4 (26:39):
In truth, we don't exactly know why all the hamsters
are running out wheels here, but we know that we
try to make it so that they're happy to do
it so because somebody there has appreciated.
Speaker 2 (26:53):
It, yeah, you know, and yeah, making everybody feel appreciated it.
And Hermie, you've got a tough job, you know it.
Speaker 3 (27:06):
I don't know, Lisa.
Speaker 2 (27:07):
You know.
Speaker 4 (27:07):
We're all in it together though, so we're we're gonna
make this, uh, this workplace a harmonious workplace.
Speaker 3 (27:16):
Yeah, one way or another.
Speaker 2 (27:19):
Yeah, you know what I said the other day, I said,
unless something about you're not nothing's going to change if
you wake up and do things the same every single day, unless,
of course, you're auditioning for a groundhog day, then proceed.
Speaker 1 (27:36):
But change is inevitable.
Speaker 2 (27:38):
And so I love God, I love thank you so
much for being on the show today. I love that
I finally got to meet you. I really hope to
meet you in person one day soon, but I would
be super which is absolutely amazing.
Speaker 1 (27:52):
So it should be in every single workplace like.
Speaker 2 (27:57):
This, in every single lunch room, like on the table
so people can read through this. It's just such an
easy way and it's so cute. There's so many amazing
characters in here. I just you can see the pages
are a little bit like, Yeah, it's amazing, loved it so.
Speaker 3 (28:17):
Much, awesome, thank you.
Speaker 4 (28:18):
Well, you know, we're the the authors are working that
book two right.
Speaker 3 (28:23):
Now, so that should be coming out. Oh yeah, that
should be coming out real soon.
Speaker 4 (28:27):
And you know, if you go, there's we like to
tell stories, right, so there's going to be war cartoons
and all that on the website at the Harmonious Workplaces website,
So yeah, go check them out.
Speaker 2 (28:40):
Amazing And the book I got from Amazon. Is there
any other places people can find that book?
Speaker 3 (28:47):
Right now? It's on Amazon.
Speaker 4 (28:49):
We're also we've got to publish with Ingram Sparks, so
there's there's so we of course, you could reach out
to us individually because you know, or the people of
our Harmonious work Plays to get a copy and uh
and then there's uh some some booksellers that are published
or that that get their inventory from Ingram.
Speaker 3 (29:12):
They may be carried in now too. That's fairly recent
so we're working on that.
Speaker 4 (29:17):
But that's definitely Amazon, That's that's our That's that's the
best place.
Speaker 1 (29:21):
To go amazing.
Speaker 2 (29:23):
Do you have any last minute thoughts today about our
conversation or anything you want to say before we say goodbye?
Speaker 4 (29:28):
Two things, One, if you see this poster on the
back here, I hang in there.
Speaker 3 (29:34):
It's only the third quarter.
Speaker 4 (29:36):
We have a whole other quarter to goo and a
lo can happen to that final quarter, so hang in there.
And then the last thing is, like I said before,
like change your friend.
Speaker 2 (29:49):
Mmmm, thanks again for being here into our audience for
more of Hermi and the HR Hermit Crab. Check out
the links that are going to be attached to the
A show And yeah, I agree with Hermie, make change
your friends. Have a great week, everybody. It's Monday and
(30:12):
HR is just getting warmed up. Stop being so damn
Crabby's by everyone,
Welcome back to the Advisor.
Speaker 2 (00:05):
We have a special guest for you today, so special.
In fact, he's sitting with us right here. He's also
sitting behind me. You can see him here. His name
is Hermi. He is Hermie the h R Hermit krab So.
He's a cartoon character who works with a cast of
characters including Boss Beta kat Meal. The line manager is
(00:30):
Marshall Fetcher, a Labrador Retriever in sales, Gary Gecko in It,
rock O Rat, the custodian Piam Mooch, the Chauahwa project manager,
and Hermoine mccrab in DEI. And he is here to
talk about adapting to change without the crabbiness.
Speaker 1 (00:53):
It is so nice to meet you in person.
Speaker 2 (00:56):
I read you, I read your book and it's amazing,
but now get to actually meet you.
Speaker 3 (01:04):
Thanks.
Speaker 4 (01:04):
I'm so honored. I can't believe what I showed up.
Like there I am, you know, and I'm like, that's
just it's it's just so humbling, you know. So thanks
for having me on today.
Speaker 2 (01:16):
Oh my god, I was looking forward to this so
much on a Monday morning, and so exactly I need
I needed to see you Herm.
Speaker 4 (01:24):
Right on, right on, Ah, I needed this too, you know.
It's a great way to start the week for sure.
Speaker 1 (01:29):
Absolutely.
Speaker 2 (01:31):
So why do people get so grabby when things start
changing in the workplace?
Speaker 3 (01:36):
Uh, you know, change is just it's so hard.
Speaker 4 (01:40):
I mean for us herbit crabs, it's it's like second nature,
you know, we kind of have to like it's it's
a little like in the family, you know. But for
a lot of people, you know, changes it's it's uncomfortable.
It just makes us feel like, uh, you know, our
whole and it's literally our whole current way of doing
(02:00):
things is going away. And also there's a there's a
little a little bit of a morning period going on there.
You know, even if things aren't like working out then
we we still we like to hold on to the
things that we're used to, you know, where the especially
people are just very habitual, you know, it's what it's
(02:21):
what they do.
Speaker 2 (02:24):
Yeah, I'm gonna admit admit something. So I had a
really really poor manager once and they worked their butts off.
Speaker 3 (02:34):
What's that I get that?
Speaker 4 (02:36):
I yeah, we've got.
Speaker 2 (02:40):
They worked their butts off to find someone new to
come in and I was so excited for it, and
I was like, yes, things are going to start changing
and we can do better. But then this person comes
in and for some reason, my ego stepped in and
I gave them a hard time.
Speaker 3 (02:56):
Ah yeah, yeah, yeah.
Speaker 1 (02:58):
It's like the testing.
Speaker 4 (03:00):
That's right, that's right. You know, there's there's this there's
several different like change models that are out there, you know,
and like one of those that the folks at the
Harmonious Workplaces podcast, you know, so Harmonious Workplaces that's the
that's the organization that kind of brought me on board,
you know, and wrote the book, you know, so on
(03:23):
their podcast they talk about several different change models and.
Speaker 3 (03:27):
A lot of those, you know, it's about you.
Speaker 4 (03:30):
Have to let go of So it's like the ending
of the status quo. And you know, you're manager could
be like all gung ho about this, but if you're
feeling like I just don't want this to go away
because it's a comfortable, warm blanket or you know, a
(03:52):
shell that that that you've become very accustomed to, it's
you know, it's hard to it's just hard to let
that go. You know. So psychologically you're you're you're very normal.
Let me play it that way.
Speaker 1 (04:05):
Mmmm.
Speaker 2 (04:07):
Yeah, it's like this protect mechanism that came in.
Speaker 1 (04:11):
It was like, who is this? They don't know anything
about anything? What are they?
Speaker 2 (04:14):
They're making me do this now, and you know you
get so frustrated, but it's all for the better.
Speaker 1 (04:20):
Yeah, it's weird. Yeah, it's weird phenomenon.
Speaker 4 (04:23):
Well, you know, we we've got, uh in our cast
of characters, right, We've got a.
Speaker 3 (04:29):
Gecko Gary, right, So he's a he's a reptile.
Speaker 4 (04:33):
And humans have a you know, kind of reptilian braid.
Speaker 3 (04:38):
You know that's out there, and that's the thing.
Speaker 4 (04:41):
That when we're challenged, you know, we have the response
of fight, flight, fawn or freeze. Right, So we're gonna
we we either want to challenge and fight and you
know resist the change completely, which is a again completely normal,
(05:01):
but it's confrontational.
Speaker 3 (05:03):
Right. Uh.
Speaker 4 (05:04):
Then there's the Then there's a flight like we just
you know, we we hide in our shell and kind
of try to avoid things. Right, So we have the
kind of avoidance form of conflict resolution, which doesn't usually work.
Let me just put it that way. It's it's it's
not it's not a great place to be.
Speaker 3 (05:25):
Uh.
Speaker 4 (05:26):
Then there's the the one that we learned about fairly
recently on the on the the Harmonious Workplaces podcast, which
is fun, which is interesting because sometimes we like to like, uh,
make the person that's making the change go away by
by by being a people pleaser, if that makes sense, right, So,
(05:49):
so we that that's a perfectly normal response to and
then uh, then there's.
Speaker 3 (05:53):
The freeze, you know. Free freez see is.
Speaker 4 (05:58):
Just where we don't know what to do, we don't
know where to go and uh and we're just not
going to have anything to do with this, you know.
So it's it's kind of in a way the uh,
the flight pattern, except that you know where we just stop,
we just shut down, you know, and that's do we.
Speaker 3 (06:17):
See that a lot? That's that's kind of where that disengagement.
Speaker 4 (06:20):
Happens, which we see a lot in uh different polls
out there.
Speaker 3 (06:24):
Yeah.
Speaker 2 (06:25):
Yeah, I look forward to meeting some of your friends.
So they're the HR crew you mentioned, who did you
just mention? So Gary works in it.
Speaker 4 (06:38):
Gary works in it. He's a hard worker. But boy,
when you when you challenge him. You know, there's a
recent comic that we did. If you go to Hermie
h r crab dot com or hermie hr Hermit Crab
dot com. You'll see the latest cartoon where Gary kind
of he goes into his hiding spot, you know, because
(07:01):
he's just he's just a hyder.
Speaker 3 (07:03):
You know, he's tried to avoid y know, what's going on.
Speaker 4 (07:07):
So but let me tell you there there are fewer
few people out there are a few reptiles out there.
Speaker 3 (07:16):
That are better at it than Gary.
Speaker 2 (07:20):
Love you, Gary, I love that so much. What about
like Ronco, there's a rat. He's a custodian wonder. He
must see everything.
Speaker 1 (07:32):
That goes on.
Speaker 3 (07:33):
He sure does. And he's just you know, he's one
of the newer characters.
Speaker 4 (07:37):
He's not in the book that that's on Amazon, but
he will be in more upcoming things, you know. But
he's just such a hard worker and he's always there
when you need him. Just keeps the place running. And unfortunately,
if you look at one of the comics there, he
(07:59):
can't be a little minded at.
Speaker 3 (08:00):
The end of the day.
Speaker 4 (08:01):
Because I kind of got locked in the uh the
building once. But yeah, that's okay, that's all right. Love
you too, Rocco, keep up good work.
Speaker 2 (08:13):
Oh no, I got locked in once too, Hermie, and
I I was sitting on my desk and I stood
up and I triggered the alarm, and I remember it
was so loud, and I was like, oh, the custodian
did it again.
Speaker 1 (08:27):
They didn't check with you if anyone was left in
the building. So, yeah, it happens to the best of us.
Speaker 3 (08:32):
It happens to the best of us.
Speaker 1 (08:34):
Yeah, Rocco, It's okay, Rocco, right on. Yeah, Oh my god.
Speaker 2 (08:42):
So I guess, Hermie, what do we do, like, how
do we adapt to changes in the workplace? Like what
are some simple things that we can do and what
are some of the changes that you see that people
react to the most.
Speaker 4 (08:56):
Yeah, yeah, that's a great question, Lisa, And I think
think that one of the things, one of the first
things is that, you know, we do need to acknowledge,
you know, that that we're you know, we're we're organisms, right, we're.
Speaker 3 (09:08):
People and and.
Speaker 4 (09:11):
Critters at our case, right that, uh, you know, we
do have feelings and those need to be acknowledged. But
I think the social aspect of change is very often overlooked, right,
So when we have the opportunity to find people or
you know, co workers that can champion the change and
(09:34):
help people feel better about moving forward, I think that's
very powerful.
Speaker 3 (09:40):
I also think that we.
Speaker 4 (09:42):
Talk a lot about motivation and goal setting both in
the book and and the Harmonious Workplaces podcasts, they talk
about that a lot where uh, you know, the evidence
shows that if you have shared goal setting, where you
know you're making the goals not just you know, the
organization's goals, but your own, right, so setting your own
(10:06):
development goals and allowing people to learn what they want
to learn and develop the way that they want to develop.
Speaker 3 (10:13):
So you're leveraging their strengths rather than trying to fit
them into, you know, a box that you know they
may they may not feel like they want to fit into,
if that makes sense, you know, so some of that.
Speaker 4 (10:25):
Is going to lead to uh, you know, psychologically positive affect. Right,
So they're gonna they're going to feel better about their
about the work that they do. Their job satisfaction goes up,
their engagement goes up, and then we're we're moving ahead.
You know, it takes a lot that that you might
still be afraid, but you're you're going to just feel
a lot better about moving forward, even even like pushing
(10:49):
through some of those fears and having some grit.
Speaker 2 (10:54):
I remember when there was a bunch of people leaving
my old workplace, and some people were getting my go
and there was probably it felt like one person left
and then about five other people.
Speaker 1 (11:05):
And I remember, even though I.
Speaker 2 (11:08):
Knew I was doing a good job and that I
was valuable, there was still this feeling inside me that
I felt unsafe. It was like I could be next,
and like it was that feeling of what's happening because
they didn't do a good job of really like communicating
well with us on what their plans were for change
(11:29):
in the workplace. So everyone was like walking on eggshells,
and every time the boss was walking around, we're like
someone's who's next?
Speaker 1 (11:37):
You know. That was a really really negative feeling.
Speaker 2 (11:39):
So yeah, HEMI how important is communication when it comes
to change?
Speaker 3 (11:44):
Uh?
Speaker 4 (11:45):
You know, communication is of the utmost importance, right, I
mean really, Uh, that's that's probably the primary function of
anybody who's like a change leader, right, is to make
sure that we're communicating with all the stake holders. You know,
when we think about stakeholders, we usually think about the
the upper echalots, right, all those all the leaders and
(12:08):
the managers, but everybody that's involved in in in a change, right,
is a stakeholder. We need to be able to communicate
with them effectively on the channels that they use, with
the least amount of uh of resistance to the you know,
to the communication.
Speaker 3 (12:26):
Without the with without all the you know, the static
and the things that can get in the way of understanding. Right.
Speaker 4 (12:32):
So we've actually talked about communication quite a bit in
our workplace, you know, so leveraging different types of meetings,
you know, having you know, shorter like stand up meetings
during the day, allowing people to freely express their feelings, right,
(12:54):
So having some of that psychological safety which has been
shown even from what is that the nineteen fifties or sixties,
you know, from ed Shine, Edgar Shine. You know, so
these things are they continue to come up right where
(13:14):
the people need to feel safe and secure, right, because
that's if we look at like mass if you are
you familiar with Maslow Maslow's hierarchy of needs, right, that's
stability part is super important. Like if we if we
don't have that that second layer of you know, feeling secure,
(13:35):
then you know that reptilian brain is just going to
go loco. You know, it's just just what is right. So,
so you know, going back to communication, right, having the
assurance of and look at we have to make sure
that we understand that it's a volatile time out there, right,
(13:57):
so we don't exactly know what's going to happen, and
that's okay.
Speaker 3 (14:03):
We need to acknowledge that and let people know that.
Speaker 4 (14:08):
But we have to keep the lines of communication open
and have a feedback loop to allow people actually, yeah,
express their feelings as well as receive like what they
need to do in the organization.
Speaker 3 (14:22):
Boy, I said a lot of things there.
Speaker 1 (14:25):
Yeah, I know.
Speaker 2 (14:28):
One of the managers in that situation I was telling
you about sent out a form for comments, which was
helpful because at one point before this happened, they opened
the floor, which sometimes when people are given the freedom
to speak, it can also become chaotic because everyone got
(14:48):
their opinions. This person triggers this person, and it was
like it was terrible to stand on the sidelines and watch.
I just felt it was like, so everything was slowly unraveling.
But then the next time there was change. We were
offered a feedback form where we could clearly say what
we needed to say in writing and then HR would
(15:09):
read it and then they would at least know that
there's certain things going on. But I think too much
freedom for a communication can also be a challenging thing
in the workplace as well.
Speaker 3 (15:20):
It can't.
Speaker 4 (15:21):
I mean, we do see people express that they get
burnt out with all the communication, all the all the
zoom meetings and you know, everything like that, right, But
I really applaud the fact that they allowed to have
an anonymous type of or even if it wasn't anonymous,
you know, they have a form where they don't have
to talk in a forum. So the I believe it's
(15:47):
Harvard Publishing has some simulations for change, which is they're
pretty interesting and there's like all these different like levers
that you can pull, and so they could be asking
the president or the CEO to come in and talk
to everybody, right, or to go and find people who
(16:08):
can influence somebody else from across their their social sphere.
But having those town hall meetings that allow people to
express their own thoughts and opinions, uh, and that that
could be really powerful, you know. But but there's a
cost to all that as well, right, So you you
(16:28):
have to weigh all of those types of factors, right,
because people sometimes don't feel like they're they're ready to
you know, talk in front of a group. Right, So
we we often see that they might use the chat
feature in teams, or they might make like a Q
(16:49):
and a where it's not viewable to everybody but just
to the stakeholders.
Speaker 3 (16:53):
Right. So some of.
Speaker 4 (16:54):
Those, some of those nifty little you know, technological things
have really helped the change process I found.
Speaker 1 (17:03):
I want to talk about it a little bit. Or
changes to systems.
Speaker 2 (17:08):
Is that a really challenging thing for workplaces when something
changes in the way the systems work. So you get
a new program, you get a new software, and everyone
has to learn it. That must be really tough on
your get go buddy there when programs change.
Speaker 1 (17:29):
How is that in a workplace? How does that affect
a workplace?
Speaker 4 (17:33):
You know, technology becomes part of the culture of the organization,
right it really it really affects the way people behave, right,
and that and that behavior is part of the artifacts
of a culture.
Speaker 3 (17:49):
So yeah, when you put in like like you're just.
Speaker 4 (17:53):
Going to change from let's just say, from like Google
to Microsoft or something like that, right, it can completely
disrupt the way people are normally going to work. Right.
And then when you have blended systems, Like I know
some places have both, like they'll have a Google workspace
(18:14):
and they'll have a Microsoft place, and it's like, how
where do you go to do this that or the
other thing?
Speaker 3 (18:20):
Right?
Speaker 4 (18:21):
So, I think part of this is having some very
clear policies and procedures about when you use something, you know,
for what purpose? Right, So kind of a little bit
of why we have this system over that system, Right,
That's one thing. The other thing is capture what people
(18:45):
are doing now, right, learn how they're doing it now,
because then you can you can go back and say, Okay,
this is how you've been used to doing it, but
now we're going to do it in this new way
and this is just the way that you were doing
it before. Here's the new way that we're going to
do it. And then if you can relate that, demonstrate it,
(19:09):
you kind of explain it, then demonstrate it, then guide
them through it, and then empower them to actually take action,
you're going to have a pretty easier, much easier time
you'll getting them to change. But technology is always going
to change, like always going to change.
Speaker 2 (19:31):
Yeah, and I mean it usually when you learn how
it works, and it usually is for the best. But
I know that I was working in a law firm
in my twenties and they upgraded the system and some
of the older generation of people who you know, started
working with typewriters.
Speaker 1 (19:50):
They were having.
Speaker 2 (19:50):
To learn the system, and it was just chofs. I
just remember, complete and utter chaos. But then they brought
in instructors, and then they brought in training programs, and
then people had to take these mandatory how to use
the software, and then things started, you know, evening out,
(20:11):
but it was just complete and utter chaos for a while.
Speaker 4 (20:15):
I know one of my friends who's in an organizational
development specialist or or i should say even like guru, right,
Alan Landers, He's told a story where he had to
move an entire organization from typewriters. It's very plain that
you said that, right, because like.
Speaker 3 (20:35):
A lot of our a lot of reviewers are like,
what's a typewriter?
Speaker 1 (20:38):
Yeah?
Speaker 4 (20:39):
Yeah, literally, but yeah, but I remember typewriters, and and
he had to move them from typewriters to work processing
and used he would have people still go back and
use their typewriters. So they had they had to get
rid of all the typewriters, like just get rid of them,
(21:00):
and it was just such such I mean, people felt
like they were touched in the gut, you know, but
when they were.
Speaker 3 (21:08):
Able to say, Okay, I have this skill that I
can do in type.
Speaker 4 (21:14):
It made my typewriter, but I can now translate it
over to my computer.
Speaker 3 (21:18):
Huh. Look that I can make changes and I don't
have to use white out. That's kind of a big thing. Right.
Speaker 2 (21:26):
All I can hear right now is that the sound
of the typewriter. I used it very briefly. I mean
I'm forty years old and I was twenty and early
in my career in the legal world, and we have
to use it for this one task, for this one form,
and I just yeah, I remember the sound of it.
Speaker 1 (21:44):
And then I remember when I messed up. I was like,
oh god, now how do I how do I fix this?
Speaker 2 (21:49):
And there was a skate or an a race key,
but it didn't always work that great, and so I
just like erase race race race.
Speaker 1 (21:56):
Oh yeah, sound of it is like burnt in my brain.
Speaker 3 (21:59):
That's right. Uh.
Speaker 4 (22:01):
Can you imagine be like a crab like I don't
have I don't have like ten fingers, you know, I've
got two claws. It is not very easy to punch
out something.
Speaker 3 (22:12):
Out of.
Speaker 1 (22:14):
Fingers. There you go.
Speaker 3 (22:19):
That's right, that's okay, that's right.
Speaker 1 (22:22):
Get people hugs.
Speaker 3 (22:24):
Oh you know a hug.
Speaker 4 (22:27):
Have you ever seen there are there are actually some
uh nature videos out there that show that your hermit
crabs can be very social critters. So we share shelves
with each other, you know, well we outgrow one, we'll
like pass them down the line.
Speaker 3 (22:45):
And uh, you know, so give me a hug.
Speaker 4 (22:47):
It's just uh, you know, we don't we try not
to pinch anybody, of course, but you know you're just
putting your putting your your claws around somebody. And you know,
if you don't mind, if you don't mind the feeling
the little cold. You know, we're not wear blooded, but
you know that's uh it. We really love the hug.
(23:08):
Let me tell you that.
Speaker 1 (23:10):
Ah, you share your shelves with other people. That's so awesome.
Speaker 4 (23:14):
Yeah yeah, this uh this this skuy but yeah that
I wear it right now. I think that came from
I think that came from one of my cousins. That's
a little bit of a hand mee Doug. But it's yeah,
a little polish, little spit polish. It's all good.
Speaker 1 (23:29):
Oh my gosh, I love it so much.
Speaker 2 (23:32):
Do you have any other tips or you know, anything
else to say about change in the workplace and how
to not be so crabby?
Speaker 4 (23:42):
Yeah, you know, I get we kind of talked about
goal setting, but like, you know, setting your own goals,
let people set their own goals, right, and owning that.
Making friends in the workplace, you know, so that you
have some of that social support I think is super helpful.
Speaker 3 (23:59):
So we talked a little bit about that.
Speaker 4 (24:01):
But you know, I think one of the main things
that we hear this on the Harmonious Workplaces podcasts all
the time is you know, they like to say, make
change your friend, right, And that I think is it
just comes down to understanding that things are going to
change and we can make the change something that really
(24:24):
works for us. Right, So don't be afraid. I mean
you're going to be afraid. So I'm just going to
acknowledge that you are going to be afraid at some
point during that process.
Speaker 3 (24:36):
But that's okay.
Speaker 4 (24:38):
Look at what good you can do from that, right,
So look at the type of things you can do
to help other people. You know, the organization that you
work for is around for a reason, you know, Li said,
do you know what that reason is?
Speaker 5 (24:53):
No, tell us every single organization out there, whether it
is a you know, a business or a nonprofit or
anything like that, there's one thing in common.
Speaker 3 (25:06):
I would give you one guess, any guesses.
Speaker 2 (25:11):
I can't even guess right now, Hernie, what the one
thing to ask me the question again?
Speaker 1 (25:15):
One thing all organizations have in common.
Speaker 4 (25:18):
One thing, one thing why an organization exists, Any single
organization exists.
Speaker 1 (25:27):
To make changes in the world.
Speaker 3 (25:30):
Oh kind of.
Speaker 4 (25:32):
It's to serve a customers. Serve a customer, you know,
whether it's a hospital or a business, or a factory,
or a church or any school, right, there is a
customer that needs to have what you offer, right. So
when we think about how can we better serve that
(25:56):
customer right and keep them coming back and and and
you know, satisfying their needs, I think we're going to
find that our needs are also.
Speaker 3 (26:07):
Met. Does that make sense?
Speaker 2 (26:10):
Yes, because you're it starts in the organization itself. So
if your goal is to serve your client to the
utmost ability that you have, then your team needs to
be on the same page and you need to all
be in coherence for your customer to be supported, and
then you'll feel supported because your goal is to help
(26:31):
people with whatever service product you're providing.
Speaker 1 (26:34):
Is am I translating that?
Speaker 2 (26:35):
Right?
Speaker 3 (26:36):
You got it, You got it exactly. Now.
Speaker 4 (26:39):
In truth, we don't exactly know why all the hamsters
are running out wheels here, but we know that we
try to make it so that they're happy to do
it so because somebody there has appreciated.
Speaker 2 (26:53):
It, yeah, you know, and yeah, making everybody feel appreciated it.
And Hermie, you've got a tough job, you know it.
Speaker 3 (27:06):
I don't know, Lisa.
Speaker 2 (27:07):
You know.
Speaker 4 (27:07):
We're all in it together though, so we're we're gonna
make this, uh, this workplace a harmonious workplace.
Speaker 3 (27:16):
Yeah, one way or another.
Speaker 2 (27:19):
Yeah, you know what I said the other day, I said,
unless something about you're not nothing's going to change if
you wake up and do things the same every single day, unless,
of course, you're auditioning for a groundhog day, then proceed.
Speaker 1 (27:36):
But change is inevitable.
Speaker 2 (27:38):
And so I love God, I love thank you so
much for being on the show today. I love that
I finally got to meet you. I really hope to
meet you in person one day soon, but I would
be super which is absolutely amazing.
Speaker 1 (27:52):
So it should be in every single workplace like.
Speaker 2 (27:57):
This, in every single lunch room, like on the table
so people can read through this. It's just such an
easy way and it's so cute. There's so many amazing
characters in here. I just you can see the pages
are a little bit like, Yeah, it's amazing, loved it so.
Speaker 3 (28:17):
Much, awesome, thank you.
Speaker 4 (28:18):
Well, you know, we're the the authors are working that
book two right.
Speaker 3 (28:23):
Now, so that should be coming out. Oh yeah, that
should be coming out real soon.
Speaker 4 (28:27):
And you know, if you go, there's we like to
tell stories, right, so there's going to be war cartoons
and all that on the website at the Harmonious Workplaces website,
So yeah, go check them out.
Speaker 2 (28:40):
Amazing And the book I got from Amazon. Is there
any other places people can find that book?
Speaker 3 (28:47):
Right now? It's on Amazon.
Speaker 4 (28:49):
We're also we've got to publish with Ingram Sparks, so
there's there's so we of course, you could reach out
to us individually because you know, or the people of
our Harmonious work Plays to get a copy and uh
and then there's uh some some booksellers that are published
or that that get their inventory from Ingram.
Speaker 3 (29:12):
They may be carried in now too. That's fairly recent
so we're working on that.
Speaker 4 (29:17):
But that's definitely Amazon, That's that's our That's that's the
best place.
Speaker 1 (29:21):
To go amazing.
Speaker 2 (29:23):
Do you have any last minute thoughts today about our
conversation or anything you want to say before we say goodbye?
Speaker 4 (29:28):
Two things, One, if you see this poster on the
back here, I hang in there.
Speaker 3 (29:34):
It's only the third quarter.
Speaker 4 (29:36):
We have a whole other quarter to goo and a
lo can happen to that final quarter, so hang in there.
And then the last thing is, like I said before,
like change your friend.
Speaker 2 (29:49):
Mmmm, thanks again for being here into our audience for
more of Hermi and the HR Hermit Crab. Check out
the links that are going to be attached to the
A show And yeah, I agree with Hermie, make change
your friends. Have a great week, everybody. It's Monday and
(30:12):
HR is just getting warmed up. Stop being so damn
Crabby's by everyone,
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