Emerging Leaders

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WEBVTT 1 00:00:00.055 --> 00:00:01.615 [Kim Allison] Brittany, I will let you guys take it away. 2 00:00:02.115 --> 00:00:03.855 [Ray Luther] Thanks, Kim. [Kim] Yeah, absolutely. 3 00:00:03.855 --> 00:00:05.655 [Ray] Um, thanks so much for the, the warm introduction. 4 00:00:05.655 --> 00:00:07.215 Happy to be with you all here today. 5 00:00:07.635 --> 00:00:10.255 Um, Brittany and I do a lot of, uh, 6 00:00:10.255 --> 00:00:12.015 co-presentations together on this subject 7 00:00:12.115 --> 00:00:13.615 and kind of geek out about this stuff. 8 00:00:13.715 --> 00:00:15.455 So we're really excited to be here and, 9 00:00:15.455 --> 00:00:17.615 and talk with you about values and 10 00:00:17.635 --> 00:00:19.855 and purpose as it relates to leadership. 11 00:00:20.115 --> 00:00:22.535 Um, and hopefully we can, uh, share some perspective 12 00:00:22.535 --> 00:00:25.295 that might be helpful relative to, um, 13 00:00:25.445 --> 00:00:27.015 your everyday work and life. 14 00:00:27.315 --> 00:00:30.055 Um, so let's get started. 15 00:00:31.315 --> 00:00:35.655 Um, our approach to this session, uh, as two people 16 00:00:35.675 --> 00:00:38.735 who value what academia brings to the table, we, 17 00:00:38.795 --> 00:00:41.735 we would be remiss if we didn't talk about the, the role 18 00:00:41.735 --> 00:00:43.775 of evidence and, and specifically in our field, 19 00:00:43.795 --> 00:00:46.015 how do we think about evidence-based management, right? 20 00:00:46.075 --> 00:00:47.815 If we think about management science 21 00:00:47.915 --> 00:00:51.695 and leading others, it is, it is a messy kind of domain 22 00:00:51.705 --> 00:00:53.895 where there's so many principles that get involved in. 23 00:00:54.235 --> 00:00:57.575 And how do we think about evidence, though, as a way 24 00:00:57.595 --> 00:00:58.815 to guide our decisions, 25 00:00:58.815 --> 00:01:00.095 or at least the best evidence we have? 26 00:01:00.095 --> 00:01:02.655 And that evidence can come from many different sources. 27 00:01:02.875 --> 00:01:05.095 So, you know, there are, there are very 28 00:01:05.715 --> 00:01:07.535 robust social science experiments 29 00:01:07.535 --> 00:01:09.215 that happen all the time at business schools 30 00:01:09.275 --> 00:01:10.295 and psychology halls, 31 00:01:10.295 --> 00:01:12.615 and lots of places that, uh, we pull from 32 00:01:12.615 --> 00:01:15.055 and we source from, and we'll quote some of those today. 33 00:01:15.435 --> 00:01:17.775 Uh, but sources of evidence also include 34 00:01:18.325 --> 00:01:20.215 experiences from organizations 35 00:01:20.275 --> 00:01:22.855 and data that organizations collect relative to 36 00:01:22.915 --> 00:01:25.775 how they see things and what's happening within their 37 00:01:25.845 --> 00:01:28.375 domains and, and actual leadership practice, 38 00:01:28.445 --> 00:01:29.655 individuals' experiences. 39 00:01:30.085 --> 00:01:31.855 What we're trying to do is say, 40 00:01:31.955 --> 00:01:34.935 can we do a little bit better than just use our intuition 41 00:01:35.195 --> 00:01:38.055 or, said differently, if we are gonna use our intuition, 42 00:01:38.075 --> 00:01:40.535 can our intuition at least come from an evidence-based 43 00:01:40.535 --> 00:01:42.255 source and at least be informed 44 00:01:42.275 --> 00:01:44.135 by evidence if we go and make these decisions? 45 00:01:44.195 --> 00:01:45.655 And so that's our approach. 46 00:01:45.835 --> 00:01:48.375 We, we will be happy to talk any of the references, 47 00:01:48.715 --> 00:01:51.015 et cetera, or questions that you might have. 48 00:01:51.515 --> 00:01:53.055 Um, but yeah, let's get started. 49 00:01:53.115 --> 00:01:56.535 And we're gonna kind of dive into the macro view first. 50 00:01:56.535 --> 00:01:58.455 So, Brittany, you wanna take this away here? 51 00:01:59.825 --> 00:02:03.395 [Brittany Lambert] Yeah. We thought it would be helpful to like show you 52 00:02:03.495 --> 00:02:06.155 or just start where we often see these topics 53 00:02:06.305 --> 00:02:08.315 that we propose to talk to you 54 00:02:08.315 --> 00:02:10.835 or really tease you about today 55 00:02:10.995 --> 00:02:14.915 because, um, in our in-person session, we'll be going into 56 00:02:15.095 --> 00:02:18.035 so much more depth, uh, on these particular topics. 57 00:02:18.295 --> 00:02:21.235 But we just wanna acknowledge that when, when it comes 58 00:02:21.295 --> 00:02:22.715 to purpose and values, 59 00:02:22.905 --> 00:02:25.715 typically the first place you see it in organizations are 60 00:02:25.715 --> 00:02:29.355 these things called organization statements, which if many 61 00:02:29.355 --> 00:02:30.955 of you are starting to glaze over, 62 00:02:31.545 --> 00:02:33.475 I'll talk about why that might be. 63 00:02:33.935 --> 00:02:38.595 But in general, we see purpose, values, vision 64 00:02:38.595 --> 00:02:41.915 in org. statements set by CEOs, leadership teams. 65 00:02:42.615 --> 00:02:46.515 Um, and one of the things that often happens is that we tend 66 00:02:46.515 --> 00:02:48.275 to conflate these concepts 67 00:02:48.815 --> 00:02:50.835 and we think of them as one and the same. 68 00:02:50.975 --> 00:02:53.395 And what we're gonna try to tease out today is 69 00:02:53.395 --> 00:02:54.435 that they're distinct 70 00:02:54.895 --> 00:02:57.435 and that there's value, no pun intended. 71 00:02:57.815 --> 00:03:00.285 And actually taking time to understand each 72 00:03:00.285 --> 00:03:01.885 of these in more depth 73 00:03:02.345 --> 00:03:05.125 and figuring out how we can activate them in such a way 74 00:03:05.315 --> 00:03:06.805 that it brings them to life 75 00:03:06.825 --> 00:03:08.765 and helps us actually do the things 76 00:03:08.765 --> 00:03:09.965 that we're supposed to do at work. 77 00:03:10.145 --> 00:03:13.325 So at the very highest level, when we hear this mission, 78 00:03:13.325 --> 00:03:16.965 vision, values, the mission is sort of synonymous 79 00:03:17.275 --> 00:03:20.285 with purpose, which is really why do we exist? 80 00:03:20.625 --> 00:03:22.645 Why does the organization exist? 81 00:03:22.995 --> 00:03:26.205 It's typically the, the, the tighter you can say it, 82 00:03:26.205 --> 00:03:28.725 the better, but you'll see it as a sentence 83 00:03:28.725 --> 00:03:33.205 or a couple sentence. Values are, explain how we get there. 84 00:03:33.305 --> 00:03:35.245 So how do we go about 85 00:03:36.045 --> 00:03:38.085 pursuing this mission that we care about? 86 00:03:38.585 --> 00:03:40.565 Um, and often it is a why. 87 00:03:40.705 --> 00:03:44.085 So our values can also help us have this sort 88 00:03:44.085 --> 00:03:45.445 of intrinsic motivation. 89 00:03:45.705 --> 00:03:47.765 By the way, we're not gonna talk about culture here, 90 00:03:48.265 --> 00:03:50.685 but shared values is culture. 91 00:03:50.875 --> 00:03:55.165 Culture is shared values. So these are two distinct things. 92 00:03:55.585 --> 00:03:58.765 Vision we're not gonna touch on today; future oriented. 93 00:03:59.025 --> 00:04:01.285 It talks about where are we going, 94 00:04:01.495 --> 00:04:03.125 where do we want to arrive at? 95 00:04:06.845 --> 00:04:10.025 Um, and so just to continue, uh, 96 00:04:10.095 --> 00:04:11.585 with organizational purpose. 97 00:04:11.805 --> 00:04:16.185 So as I see it, values sort of roll up 98 00:04:16.205 --> 00:04:18.585 to organizational purpose; I would say purpose is 99 00:04:19.125 --> 00:04:21.465 almost this like macro-level concept. 100 00:04:21.685 --> 00:04:24.985 And one of the things that we often don't take the time 101 00:04:25.045 --> 00:04:27.545 to understand is, what is it 102 00:04:27.605 --> 00:04:29.785 and why is it so important to get this right? 103 00:04:30.165 --> 00:04:33.985 So I'm gonna borrow, uh, Mike Pratt's word, who's, uh, 104 00:04:34.055 --> 00:04:37.105 Mike pa Pratt's words, who's a really, uh, 105 00:04:37.175 --> 00:04:40.665 influential scholar in the area, uh, area beautiful writer. 106 00:04:41.165 --> 00:04:42.345 And purpose goes like this: 107 00:04:42.525 --> 00:04:44.465 It is a "claim for why the work done 108 00:04:44.465 --> 00:04:46.505 "by an organization is worth doing," 109 00:04:47.165 --> 00:04:50.425 and purpose, not your strategy, is the reason the 110 00:04:50.425 --> 00:04:51.425 organization exists. 111 00:04:51.445 --> 00:04:53.545 That's not to say strategy is not important. 112 00:04:53.715 --> 00:04:57.385 We're just making the preposition that purpose is why your 113 00:04:57.385 --> 00:04:58.385 organization exists. 114 00:04:58.885 --> 00:05:00.825 Um, I actually think, uh, if you go 115 00:05:00.825 --> 00:05:04.345 to General Motors' organizational statements web page, uh, 116 00:05:04.345 --> 00:05:06.505 they do a nice job delineating the difference 117 00:05:06.505 --> 00:05:07.665 between purpose and vision. 118 00:05:08.165 --> 00:05:11.425 So their purpose is "We pioneer the innovations that move 119 00:05:11.485 --> 00:05:13.185 and connect people to what matters." 120 00:05:13.715 --> 00:05:15.905 Crisp, clean, tells you why they exist, 121 00:05:16.325 --> 00:05:19.305 and their vision is zero crashes, zero emissions, 122 00:05:19.335 --> 00:05:20.465 zero congestion. 123 00:05:20.465 --> 00:05:24.745 So I think it's a nice tease out where their purpose is not 124 00:05:24.765 --> 00:05:27.105 to have necessarily zero crashes, 125 00:05:27.135 --> 00:05:28.945 zero emissions, zero congestion. 126 00:05:28.945 --> 00:05:30.705 They wanna move and connect people. 127 00:05:31.285 --> 00:05:34.505 Um, but their goal in the future is to get to this point 128 00:05:34.965 --> 00:05:36.945 of pretty much ultimate safety if we, 129 00:05:36.965 --> 00:05:38.465 if we talk about it that way. 130 00:05:39.245 --> 00:05:42.025 And one of the reasons these concepts are so important, 131 00:05:42.285 --> 00:05:44.905 and I know we're talking quite abstractly about this, is 132 00:05:44.965 --> 00:05:49.145 how much org. purpose can facilitate accountability both 133 00:05:49.195 --> 00:05:51.665 internally and externally. 134 00:05:52.045 --> 00:05:54.345 Um, and by the way, I'll just say this upfront, 135 00:05:54.445 --> 00:05:56.105 and Ray will probably talk about this again, 136 00:05:56.115 --> 00:05:59.405 if you don't buy this stuff, don't do it. 137 00:05:59.405 --> 00:06:01.845 Because the minute you put out values 138 00:06:01.985 --> 00:06:06.165 and purpose, people will get disenchanted if you also don't 139 00:06:06.165 --> 00:06:07.485 connect actions to it. 140 00:06:07.505 --> 00:06:10.285 And I'm sure that, uh, anybody on the call can 141 00:06:10.805 --> 00:06:13.245 remember a time where an organization will say 142 00:06:13.265 --> 00:06:14.685 how much they care about this, 143 00:06:14.685 --> 00:06:17.125 and if you look at what they're actually doing, 144 00:06:17.665 --> 00:06:18.925 that's not what's happening. 145 00:06:19.065 --> 00:06:23.125 And so if you don't, uh, actually, um, 146 00:06:24.505 --> 00:06:28.005 uh, this like execute these topics, if you will, 147 00:06:28.145 --> 00:06:30.725 in the right way, you can create rapid disenchantment 148 00:06:30.725 --> 00:06:31.765 among your employee groups. 149 00:06:31.865 --> 00:06:34.165 So very important to get right if you're gonna use it. 150 00:06:36.295 --> 00:06:37.985 [Ray] Cool. Thanks, Brittany. The, just 151 00:06:38.125 --> 00:06:40.905 as we think about purpose at an organizational level and, 152 00:06:40.905 --> 00:06:42.505 and Brittany talked about values 153 00:06:42.765 --> 00:06:45.425 and how values rolled up equals some sort of culture, 154 00:06:45.965 --> 00:06:46.985 um, we'll get into the 155 00:06:46.985 --> 00:06:48.265 definition of values here in a second. 156 00:06:48.285 --> 00:06:51.505 And I think in general, most people have a, have a gut feel 157 00:06:51.525 --> 00:06:53.065 of, of what we mean by values. 158 00:06:53.165 --> 00:06:54.625 But I think this chart is really important, 159 00:06:54.645 --> 00:06:56.665 and this is one I love to talk about, uh, 160 00:06:56.665 --> 00:06:57.785 because it is databased. 161 00:06:57.845 --> 00:06:59.705 It comes to us from The Leadership Challenge, 162 00:06:59.705 --> 00:07:00.705 which is a Kouzes 163 00:07:00.705 --> 00:07:02.425 and Posner book, from a couple studies 164 00:07:02.425 --> 00:07:03.625 they've done over the years. 165 00:07:04.245 --> 00:07:06.145 And, um, I wanna explain these numbers. 166 00:07:06.425 --> 00:07:08.225 I think they tell a really interesting story. 167 00:07:08.565 --> 00:07:10.425 So the numbers represent a 168 00:07:11.065 --> 00:07:13.385 individual's claimed work commitment 169 00:07:13.385 --> 00:07:14.545 on a scale of one to seven. 170 00:07:14.605 --> 00:07:15.745 So if they rated a seven, 171 00:07:16.015 --> 00:07:17.985 they're very committed to their organization. 172 00:07:18.245 --> 00:07:19.825 If they rated a one, they're not 173 00:07:19.825 --> 00:07:21.025 as committed to their organization. 174 00:07:21.125 --> 00:07:23.265 So higher numbers equals more commitment. 175 00:07:23.605 --> 00:07:26.025 And then, um, what the researchers did was they simply 176 00:07:26.095 --> 00:07:28.865 categorized it, and also asked them in a claimed way, 177 00:07:29.365 --> 00:07:31.945 how clear are you on your organization's values? 178 00:07:32.205 --> 00:07:34.065 So the posters we put on the wall 179 00:07:34.065 --> 00:07:36.625 and the wallet cards that get handed out that says, 180 00:07:36.645 --> 00:07:38.385 we value people and hard work 181 00:07:38.405 --> 00:07:39.625 and all of those wonderful things, 182 00:07:39.685 --> 00:07:40.865 how clear are you on those things? 183 00:07:41.365 --> 00:07:42.385 And then they also ask them, 184 00:07:42.405 --> 00:07:44.185 how clear are you on your personal values? 185 00:07:44.235 --> 00:07:47.105 Right? What matters to you? Are you clear on those or not? 186 00:07:47.645 --> 00:07:50.705 And so it was simply, uh, how committed are you to work, 187 00:07:50.705 --> 00:07:52.025 to your work, scale of one to seven? 188 00:07:52.205 --> 00:07:54.265 How clear are you on your organization's values? 189 00:07:54.685 --> 00:07:56.185 How clear are you on your personal values? 190 00:07:56.245 --> 00:07:58.745 And I think the data tells a really interesting story where, 191 00:07:59.525 --> 00:08:00.345 you know, everything in 192 00:08:00.505 --> 00:08:01.585 business school is a two by two matrix. 193 00:08:01.605 --> 00:08:02.945 So if we go to the top right, right, 194 00:08:03.085 --> 00:08:04.585 top right is always where we wanna be. 195 00:08:04.865 --> 00:08:07.425 A 6.26 outta seven is really high. 196 00:08:07.445 --> 00:08:08.905 So the, the people that were 197 00:08:09.535 --> 00:08:11.745 extremely clear on the organization's values 198 00:08:11.805 --> 00:08:13.185 and clear on their personal values, 199 00:08:13.325 --> 00:08:15.785 not surprisingly were fairly committed 200 00:08:15.785 --> 00:08:16.865 to their organization, right? 201 00:08:16.865 --> 00:08:19.625 Very high commitment. And also not surprisingly, if you go 202 00:08:19.625 --> 00:08:21.785 to the bottom left, which is usually where you don't want 203 00:08:21.785 --> 00:08:24.385 to be, we're not clear on our organization's values. 204 00:08:24.565 --> 00:08:28.185 I'm not clear on my personal values. I'm a 4.9. 205 00:08:28.245 --> 00:08:31.465 Way the story lies is the other two factors, which is 206 00:08:32.175 --> 00:08:33.585 when we look at this, there's a 207 00:08:33.585 --> 00:08:34.825 really interesting phenomenon. 208 00:08:34.825 --> 00:08:36.385 When we think about, again, remember 209 00:08:36.385 --> 00:08:39.145 what they're measuring: commitment to the organization. 210 00:08:40.085 --> 00:08:42.865 If we do what most organizations do 211 00:08:43.525 --> 00:08:45.145 and say, alright, let's, 212 00:08:45.205 --> 00:08:46.945 we don't know our organization's values, 213 00:08:47.075 --> 00:08:49.985 let's just get together and kind of make some stuff up 214 00:08:49.985 --> 00:08:52.185 and then try to drive these into the organization 215 00:08:52.185 --> 00:08:54.785 and make sure everyone is super clear on what we stand for. 216 00:08:55.265 --> 00:08:57.805 So essentially we'd be raising the vertical access, right? 217 00:08:57.805 --> 00:08:59.285 We're trying to increase that clarity 218 00:08:59.305 --> 00:09:01.125 of organizational values without 219 00:09:01.195 --> 00:09:02.685 understanding personal values. 220 00:09:02.955 --> 00:09:05.285 What the data suggests is we're doing nothing 221 00:09:05.505 --> 00:09:07.045 to work commitment, right? 222 00:09:07.145 --> 00:09:09.165 In the absence of understanding our personal values, 223 00:09:09.195 --> 00:09:12.245 even if we make people really clear on organization values, 224 00:09:12.345 --> 00:09:13.525 and I think this will make sense 225 00:09:13.525 --> 00:09:14.605 as we keep telling the story, 226 00:09:15.055 --> 00:09:17.405 we're not shifting the curve on commitment to work, 227 00:09:17.405 --> 00:09:19.445 which is really the point of the work, right? 228 00:09:19.455 --> 00:09:20.805 We're trying to influence culture. 229 00:09:21.545 --> 00:09:24.445 Um, and it's not that organizations' values don't matter. 230 00:09:24.445 --> 00:09:26.685 They do matter, but they matter in a certain sequence, 231 00:09:26.775 --> 00:09:28.405 which is, if I can move people 232 00:09:28.405 --> 00:09:29.965 to understand their personal values 233 00:09:30.465 --> 00:09:34.045 and go from bottom left to bottom right, 234 00:09:34.635 --> 00:09:35.885 even in the absence 235 00:09:35.885 --> 00:09:38.205 of understanding their organization values, look what I do 236 00:09:38.205 --> 00:09:41.045 to work commitment just from people understanding their own 237 00:09:41.185 --> 00:09:43.885 unique individual values: I go to a 6.12, 238 00:09:44.385 --> 00:09:46.005 and that's a really powerful message. 239 00:09:46.105 --> 00:09:48.445 And we can form a lot of hypotheses, 240 00:09:48.465 --> 00:09:50.365 and that's really what we have hypotheses from 241 00:09:50.565 --> 00:09:53.485 like why, why would that be the case that somebody 242 00:09:53.545 --> 00:09:57.325 who becomes clearer on their personal values suddenly 243 00:09:57.325 --> 00:09:59.405 becomes more committed to the organization? 244 00:09:59.635 --> 00:10:02.165 Even in the absence of knowing the organizational values? 245 00:10:02.865 --> 00:10:04.405 And, and again, you'll see some evidence, 246 00:10:04.405 --> 00:10:06.965 but some really leading hypothesis is one, 247 00:10:07.705 --> 00:10:10.045 and managers push on me when I teach this a little bit: 248 00:10:10.045 --> 00:10:13.325 Well, maybe people leave the organization. Sure, great. 249 00:10:13.425 --> 00:10:15.285 If they become more clear on their personal values 250 00:10:15.285 --> 00:10:17.285 and they decide somewhere else is a better fit for them, 251 00:10:17.285 --> 00:10:19.685 that's probably good for them and for you overall. 252 00:10:20.345 --> 00:10:22.485 But more likely what you're finding is 253 00:10:22.625 --> 00:10:24.565 as somebody becomes clear on their personal values, 254 00:10:25.075 --> 00:10:26.325 they're more committed 255 00:10:26.325 --> 00:10:28.965 because the satisfaction with the work is going up 256 00:10:28.965 --> 00:10:31.565 because they have the ability to job craft 257 00:10:32.125 --> 00:10:33.565 a little bit relative to, wow, 258 00:10:33.565 --> 00:10:35.285 relationships really matter to me. 259 00:10:35.805 --> 00:10:37.725 I am going to be especially conscious 260 00:10:37.865 --> 00:10:39.965 and focused on the relationships at work. 261 00:10:40.185 --> 00:10:43.085 Or, uh, maybe it's excellence matters to me, right? 262 00:10:43.085 --> 00:10:44.405 Excellence is a true value. 263 00:10:44.785 --> 00:10:47.405 And because I'm have a greater awareness of that, 264 00:10:47.525 --> 00:10:50.445 I have an awareness of how I deliver excellence in my role. 265 00:10:50.765 --> 00:10:52.125 Whatever your values happen to be, 266 00:10:52.635 --> 00:10:55.165 that individual expression of values can come to life. 267 00:10:55.305 --> 00:10:58.685 And if it's a savvy manager, that manager can work with 268 00:10:58.685 --> 00:11:00.845 that individual to say, how can we work together 269 00:11:00.865 --> 00:11:02.405 to make sure your values are actually 270 00:11:02.405 --> 00:11:03.685 being activated at work? 271 00:11:03.895 --> 00:11:08.125 Right? Now, there is a difference between 6.12 and 6.26. 272 00:11:08.145 --> 00:11:10.845 So don't miss here. Organization values still matter, 273 00:11:11.265 --> 00:11:14.965 but the pathway to drive work commitment is really hard 274 00:11:14.965 --> 00:11:18.325 to get to if we don't go through that personal side first. 275 00:11:18.865 --> 00:11:21.045 Now, I do get push from a lot of leaders, 276 00:11:21.095 --> 00:11:24.405 especially at a macro level that says, how do we scale this? 277 00:11:24.405 --> 00:11:28.365 This is really hard. And my answer to that is, yes, it is, 278 00:11:28.625 --> 00:11:30.485 it is really hard, but it's also worth it 279 00:11:30.515 --> 00:11:32.485 because if I look at what would I, 280 00:11:32.485 --> 00:11:35.245 what would be my expected returns if I'm suddenly moving 281 00:11:35.645 --> 00:11:38.245 somebody over a point on work commitment. 282 00:11:38.245 --> 00:11:40.605 Well, I'm gonna have greater productivity, greater efficiency, 283 00:11:40.755 --> 00:11:43.685 greater motivation, greater engagement, all the things 284 00:11:43.685 --> 00:11:46.045 that we say that are important to us just 285 00:11:46.045 --> 00:11:48.205 by activating somebody's values, right? 286 00:11:48.305 --> 00:11:50.445 So this tells a pretty compelling story. 287 00:11:50.445 --> 00:11:52.925 Well, let's talk about what is a value, right? 288 00:11:53.025 --> 00:11:55.765 We, we talk about values, and the word gets thrown around. 289 00:11:56.185 --> 00:11:59.685 Um, values are principles that guide and motivate 290 00:11:59.685 --> 00:12:01.405 what do we want to do with our lives. All right? 291 00:12:01.555 --> 00:12:03.805 What do we wanna stand for? How do we want to behave? 292 00:12:04.315 --> 00:12:06.725 What, what what is meaningful to us? 293 00:12:06.855 --> 00:12:08.845 They're our why and our how. 294 00:12:09.145 --> 00:12:13.085 And so typically they represent some way of being, right? 295 00:12:13.265 --> 00:12:15.685 Or some, something that's so important to us 296 00:12:15.785 --> 00:12:17.885 we figure that we should focus on this. 297 00:12:17.905 --> 00:12:20.885 And it, it drives us, it plays some role in motivation 298 00:12:20.905 --> 00:12:23.845 and some role in, uh, lots of other factors that are, 299 00:12:23.985 --> 00:12:26.445 are related to all sorts of things 300 00:12:26.445 --> 00:12:28.885 from well-being to intentionality, et cetera. 301 00:12:29.265 --> 00:12:32.045 Um, what a value is not, is a value is not a goal. 302 00:12:32.425 --> 00:12:34.525 And it's important to understand that 303 00:12:34.525 --> 00:12:36.885 because value is more, in kind 304 00:12:36.885 --> 00:12:39.085 of the classical sense, part of the journey, right? 305 00:12:39.115 --> 00:12:40.845 It's how do we wanna be along the journey? 306 00:12:40.945 --> 00:12:42.845 How do we wanna be in our interactions with others? 307 00:12:43.145 --> 00:12:45.325 How do we wanna be as we stand for ourselves? 308 00:12:45.705 --> 00:12:47.965 But it's not some destination that we arrive at 309 00:12:47.985 --> 00:12:51.205 and we say, ooh, I've really, I've finally hit excellence. 310 00:12:51.235 --> 00:12:52.405 Like, I can stop now, 311 00:12:52.785 --> 00:12:54.685 or I'm, I'm as excellent as I ever can be, 312 00:12:54.685 --> 00:12:57.605 because it's just a way of continuing to be. 313 00:12:57.995 --> 00:13:01.525 Um, when we think about what we know about this intersection 314 00:13:01.545 --> 00:13:03.485 of values and work, uh, and, 315 00:13:03.505 --> 00:13:05.845 and I think the data spoke to this congruence 316 00:13:05.845 --> 00:13:07.045 between personal values 317 00:13:07.185 --> 00:13:09.525 and work values actually leads to higher levels 318 00:13:09.545 --> 00:13:11.765 of satisfaction, better performance, 319 00:13:11.765 --> 00:13:13.925 and greater well-being. Or said differently, 320 00:13:13.985 --> 00:13:16.445 if I can find ways to activate my 321 00:13:17.045 --> 00:13:18.965 personal values within the context of my work, 322 00:13:19.275 --> 00:13:22.685 then I'm likely to get that commitment level up. 323 00:13:22.785 --> 00:13:24.965 Um, to something that Brittany said, which is, 324 00:13:24.965 --> 00:13:27.525 if you're not serious about the work or you don't buy it, 325 00:13:27.525 --> 00:13:30.085 or you think we're full of fluff, don't do it. 326 00:13:30.335 --> 00:13:34.965 Right? Because when people perceive that this is, um, 327 00:13:35.745 --> 00:13:37.165 not really the case, people's 328 00:13:37.355 --> 00:13:39.885 what we would call espoused values, what they say, 329 00:13:39.905 --> 00:13:42.365 and then they're behaviorally evident values, what they do, 330 00:13:42.505 --> 00:13:46.565 if those are different, you're likely to actually be seen 331 00:13:46.585 --> 00:13:48.365 as less authentic as leaders 332 00:13:48.545 --> 00:13:49.845 and probably drive a lot 333 00:13:49.845 --> 00:13:51.485 of cynicism within the organization. 334 00:13:52.155 --> 00:13:55.485 Many of us, myself included, have experienced this, right? 335 00:13:55.905 --> 00:13:57.445 Um, it is not that, 336 00:13:57.555 --> 00:13:58.725 it's, it's a fool's errand 337 00:13:58.725 --> 00:14:01.445 to think an organization can live up to every single value 338 00:14:01.445 --> 00:14:03.645 it states in all contexts, all the time. 339 00:14:04.345 --> 00:14:06.405 And, you know, so we're trying to say, well, 340 00:14:06.905 --> 00:14:09.685 for the most part, can an organization try 341 00:14:09.685 --> 00:14:12.125 and live up to its values in many different decisions 342 00:14:12.125 --> 00:14:15.325 so in general, we can be seen as someplace 343 00:14:15.325 --> 00:14:17.125 that the values are really important to us, right? 344 00:14:17.265 --> 00:14:19.885 But when that cynicism hits, when something doesn't feel 345 00:14:19.935 --> 00:14:22.925 right, it can have a pretty significant impact 346 00:14:22.945 --> 00:14:24.125 on somebody's motivation. 347 00:14:24.425 --> 00:14:26.085 And that leads to, hey, 348 00:14:26.105 --> 00:14:28.045 my leaders are being hypocritical, right? 349 00:14:28.425 --> 00:14:31.725 Um, and do I really wanna be part of this place or not? 350 00:14:32.025 --> 00:14:33.925 Um, the more we talked about how a leader 351 00:14:33.945 --> 00:14:35.885 and a, an employee might be able to job craft 352 00:14:35.885 --> 00:14:37.165 or work together, et cetera, 353 00:14:37.345 --> 00:14:38.725 the more a leader is actually able 354 00:14:38.725 --> 00:14:41.445 to fill an employee's work ba values, the better 355 00:14:41.445 --> 00:14:43.485 relationship, stronger relationship, 356 00:14:43.485 --> 00:14:44.565 they're gonna have, right, 357 00:14:44.585 --> 00:14:46.405 in terms of work productivity. 358 00:14:47.145 --> 00:14:50.645 And then finally, as we think about, um, how 359 00:14:50.645 --> 00:14:53.395 to make this work happen, when we talk about values work 360 00:14:53.455 --> 00:14:55.875 for individuals, we're really talking about helping 361 00:14:55.875 --> 00:14:59.515 individuals find, find those four to five, maybe six values 362 00:15:00.065 --> 00:15:01.555 that really drive them. 363 00:15:01.555 --> 00:15:02.875 Like, what are most important? 364 00:15:02.985 --> 00:15:06.115 When you talk about values, typically most ways 365 00:15:06.115 --> 00:15:08.955 that values are expressed are generally very positive. 366 00:15:09.055 --> 00:15:10.235 And so you look at a list 367 00:15:10.235 --> 00:15:13.035 and it's hard to say, ooh, that that thing doesn't matter to me, 368 00:15:13.035 --> 00:15:14.955 when it's a positive attribute. 369 00:15:15.215 --> 00:15:17.515 But really, what are the core values that 370 00:15:17.625 --> 00:15:19.155 that drive you as an individual? 371 00:15:19.335 --> 00:15:20.995 And then from an organizational level, 372 00:15:21.385 --> 00:15:26.155 what are the core values that really, um, are able to be, 373 00:15:26.495 --> 00:15:28.915 uh, uh, activated? 374 00:15:28.965 --> 00:15:31.915 Right? And activation sometimes comes through imagery 375 00:15:32.095 --> 00:15:35.075 or pictures or very clear communication of 376 00:15:35.075 --> 00:15:37.195 what those values mean to us, uh, 377 00:15:37.195 --> 00:15:40.395 because then it actually enables, uh, the organization 378 00:15:40.495 --> 00:15:42.195 to express their shared goals. 379 00:15:42.575 --> 00:15:44.035 Uh, Brittany, you wanna help us with some 380 00:15:44.035 --> 00:15:45.155 of the brain science here? 381 00:15:46.635 --> 00:15:48.275 [Brittany] I will. Thanks for turning it over me 382 00:15:48.275 --> 00:15:50.755 to the most nerdy part of this presentation. 383 00:15:50.935 --> 00:15:52.595 So we promised you we would nerd out, 384 00:15:52.855 --> 00:15:55.795 and this is easily, uh, the most nerdy part. 385 00:15:55.935 --> 00:15:59.315 So, um, one of the things I got really interested in is, 386 00:15:59.315 --> 00:16:01.315 while we know, like when we're using values, we're, it, 387 00:16:01.315 --> 00:16:03.075 it's really like psychological changes. 388 00:16:03.305 --> 00:16:05.955 It's this idea of how do we motivate people 389 00:16:06.455 --> 00:16:10.035 by changing the way that we cognitively approach our work. 390 00:16:10.215 --> 00:16:12.515 And so I got really curious if there was 391 00:16:12.515 --> 00:16:13.635 something more physical. 392 00:16:14.095 --> 00:16:17.835 Uh, and in this case, we were looking at, uh, neuroscience, 393 00:16:18.255 --> 00:16:20.235 and there's a really interesting study. 394 00:16:20.615 --> 00:16:23.315 Um, so if you, uh, really geek out about this, 395 00:16:23.895 --> 00:16:26.595 you can know exactly what spot in the brain, uh, 396 00:16:27.155 --> 00:16:29.995 activates when you start talking about your values. 397 00:16:30.255 --> 00:16:34.075 So, um, what they did in this study is they used a, 398 00:16:34.075 --> 00:16:36.635 what we call a values affirmation exercise, which 399 00:16:36.635 --> 00:16:37.995 by the way, we will leave you with one. 400 00:16:38.455 --> 00:16:42.275 Um, and, uh, they used a values affirmation exercise to try 401 00:16:42.355 --> 00:16:44.155 to help increase health behaviors. 402 00:16:44.155 --> 00:16:46.195 So I think they're working with some organizations 403 00:16:46.195 --> 00:16:48.355 that were really interested in trying to promote health. 404 00:16:48.735 --> 00:16:52.355 And so they use this exercise and then they use brain scans. 405 00:16:52.355 --> 00:16:54.915 And what they're able to see is that, uh, 406 00:16:54.915 --> 00:16:56.635 when you did a values, the group 407 00:16:56.785 --> 00:17:01.355 that was in the values affirmation exercise 408 00:17:01.375 --> 00:17:02.995 had this ventral medial prefrontal cortex 409 00:17:02.995 --> 00:17:07.595 or the V-M-P-P-F-C light up a little bit more, uh, 410 00:17:07.595 --> 00:17:10.075 significantly more than the control group. 411 00:17:10.295 --> 00:17:13.715 Um, by the way, this is not that interesting, uh, 412 00:17:13.715 --> 00:17:17.115 because the V-M-P-F-C is a brain region that is associated 413 00:17:17.115 --> 00:17:18.595 with self-related processing. 414 00:17:18.655 --> 00:17:21.995 So really what this science is saying is when you process 415 00:17:22.015 --> 00:17:24.475 things about yourself, the part of the brain 416 00:17:24.475 --> 00:17:27.955 that is supposed to be activated during this time activates. 417 00:17:27.975 --> 00:17:30.515 So the field of neuroscience is very, very new. 418 00:17:30.515 --> 00:17:32.475 We don't know a whole lot, but interesting 419 00:17:32.475 --> 00:17:34.995 nonetheless, if you want to know a little more physically 420 00:17:35.165 --> 00:17:36.355 where the stuff happens, 421 00:17:36.575 --> 00:17:37.915 or is there any sort 422 00:17:38.115 --> 00:17:40.875 of change in our bodies when we do this values, uh, 423 00:17:40.875 --> 00:17:42.955 activation stuff. This is where it all goes down. 424 00:17:45.555 --> 00:17:50.405 Um, to summarize a bit, there's a really wonderful paper, 425 00:17:50.865 --> 00:17:51.885 uh, by, 426 00:17:51.945 --> 00:17:55.645 and I gave you the, um, the citation for it, 427 00:17:55.675 --> 00:17:59.925 that really breaks down, um, what a value is 428 00:18:00.065 --> 00:18:02.205 and the history of values, especially 429 00:18:02.225 --> 00:18:04.085 as it re relates to organizations. 430 00:18:04.585 --> 00:18:07.005 And this is a really nice summary. 431 00:18:07.225 --> 00:18:10.245 So as you're thinking about, you know, we're, we're sort 432 00:18:10.245 --> 00:18:14.125 of shifting to talk about why does this all matter? 433 00:18:14.505 --> 00:18:17.405 And if it matters so much, why aren't we doing it well? 434 00:18:17.585 --> 00:18:20.965 And so this is a really nice summary of some things 435 00:18:20.965 --> 00:18:23.445 that values really help us do, 436 00:18:23.575 --> 00:18:25.765 which is one: motivate people. 437 00:18:25.965 --> 00:18:29.165 Because at the core of values, it is 438 00:18:29.955 --> 00:18:31.005 motivated behavior. 439 00:18:31.265 --> 00:18:34.205 We are pursuing the things that are core to 440 00:18:34.205 --> 00:18:36.285 who we define ourselves to be, or, 441 00:18:36.625 --> 00:18:38.805 or what is most important to us. 442 00:18:39.305 --> 00:18:42.845 So it is how we can, as leaders, uh, use 443 00:18:43.765 --> 00:18:46.765 leverage in a very positive way to help people pursue 444 00:18:46.915 --> 00:18:48.165 what is most important to them. 445 00:18:49.265 --> 00:18:52.125 Values also help in decision-making. 446 00:18:52.225 --> 00:18:54.125 And we don't have time to go through this today, 447 00:18:54.265 --> 00:18:58.245 but you can think very briefly as a value as helping us sort 448 00:18:58.245 --> 00:19:00.525 of constitute standards or criteria. 449 00:19:01.025 --> 00:19:02.725 And by the way, I'll make this claim 450 00:19:02.885 --> 00:19:06.325 that I think every decision we make, whether unconscious 451 00:19:06.385 --> 00:19:09.485 or conscious is, or as ethical 452 00:19:09.545 --> 00:19:13.125 or unethical as it is, it is a values-based decision 453 00:19:13.235 --> 00:19:15.045 that has values trade-offs. 454 00:19:15.045 --> 00:19:16.885 And so it's been huge for me 455 00:19:16.885 --> 00:19:21.405 to use my own values in my decision-making. 456 00:19:22.115 --> 00:19:24.925 Values, also in tandem with purpose, 457 00:19:25.745 --> 00:19:27.525 infuse our work with meaning. 458 00:19:27.945 --> 00:19:30.085 And when we find our work meaningful, 459 00:19:30.145 --> 00:19:32.805 and we know this from our own practice 460 00:19:32.945 --> 00:19:35.605 and from the science, a whole lot of good things happen. 461 00:19:35.945 --> 00:19:39.445 We want our people doing the things that they're motivated 462 00:19:39.445 --> 00:19:42.285 to do and chasing the things that are meaningful to them. 463 00:19:42.385 --> 00:19:45.525 And when we can connect our work to purpose 464 00:19:45.665 --> 00:19:48.565 and values, these abstract con- uh, constructs, 465 00:19:48.785 --> 00:19:50.525 our work becomes more meaningful. 466 00:19:51.305 --> 00:19:53.965 Um, and by the way, this is more of a, a, 467 00:19:54.085 --> 00:19:56.285 a probably psychological one, something that's, 468 00:19:56.505 --> 00:19:57.885 that's a little more psychological, 469 00:19:57.915 --> 00:19:59.485 less management oriented. 470 00:20:00.185 --> 00:20:02.525 But this really gets back to the core of where Ray started, 471 00:20:02.785 --> 00:20:04.765 is that when we're trying 472 00:20:04.765 --> 00:20:06.845 to help people clarify their own values, 473 00:20:07.155 --> 00:20:08.645 good things happen at work too. 474 00:20:09.145 --> 00:20:12.365 And values to, for me, has been this language 475 00:20:12.365 --> 00:20:14.125 that helps us understand who we are, 476 00:20:14.495 --> 00:20:17.885 which is often this nebulous space where we're like, 477 00:20:17.905 --> 00:20:21.085 be authentic, be genuine, be you, know who you are. 478 00:20:21.545 --> 00:20:24.165 And I think values for me, has been this language 479 00:20:24.165 --> 00:20:27.805 that really helps communicate that and clarify that. 480 00:20:28.065 --> 00:20:30.725 Um, and by the way, values can change. They can change. 481 00:20:30.785 --> 00:20:32.605 So we're not asking you to be rigid on this. 482 00:20:33.025 --> 00:20:35.285 Um, but they really help people understand 483 00:20:35.305 --> 00:20:36.685 who they are and what they care about. 484 00:20:39.435 --> 00:20:44.095 Um, and so we would be remiss not to, not 485 00:20:44.095 --> 00:20:48.725 to just acknowledge that this concept, these ideas 486 00:20:49.105 --> 00:20:50.925 of trying to bring values 487 00:20:51.065 --> 00:20:54.125 and purpose into the workplace in a more concrete way, 488 00:20:54.475 --> 00:20:56.365 that it often goes wrong. 489 00:20:56.665 --> 00:21:00.045 And we end up conjuring images of values 490 00:21:00.045 --> 00:21:02.045 that look like this, where we have words 491 00:21:02.595 --> 00:21:05.365 sprinkled on our walls, painted on our walls, 492 00:21:05.625 --> 00:21:07.325 and they just collect cobwebs. 493 00:21:07.325 --> 00:21:10.725 And more often than not, it was a really expensive process 494 00:21:11.025 --> 00:21:12.365 to get to those five words, 495 00:21:12.545 --> 00:21:15.165 and then they're just left there to rot. 496 00:21:15.265 --> 00:21:17.885 And I, I think there's a couple reasons for that. 497 00:21:18.225 --> 00:21:22.285 Um, one of the ones that I wanna leave you with, uh, 498 00:21:22.895 --> 00:21:24.085 touch on one more, 499 00:21:24.185 --> 00:21:27.405 but one important one that I want you to come away with is 500 00:21:27.405 --> 00:21:30.605 that what we know about communicating values 501 00:21:30.945 --> 00:21:34.965 and actually, uh, implementing it well, is you need 502 00:21:34.965 --> 00:21:37.085 to use a small number. 503 00:21:37.305 --> 00:21:39.125 You need to use a small number of values. 504 00:21:39.125 --> 00:21:41.765 This is a really interesting study, uh, that I, 505 00:21:41.765 --> 00:21:46.245 that I've pasted a, um, a citation for this, by Andrew Carton, 506 00:21:46.245 --> 00:21:47.645 that looked at organizations 507 00:21:48.075 --> 00:21:50.685 that focused on a small number of values. 508 00:21:51.345 --> 00:21:53.845 And it worked in a much more powerful way 509 00:21:53.845 --> 00:21:56.325 because people then can understand, well, 510 00:21:56.395 --> 00:21:59.125 what is this shared sense of meaning 511 00:21:59.125 --> 00:22:00.685 that we're actually pursuing 512 00:22:00.685 --> 00:22:02.845 what is our ultimate goal as an organization? 513 00:22:03.105 --> 00:22:05.685 And it helps just people be more coordinated. 514 00:22:05.825 --> 00:22:08.645 So small number of values, but here's the reality. 515 00:22:08.985 --> 00:22:10.925 So this is up at the, the top of the slide. 516 00:22:11.425 --> 00:22:13.725 Um, this really interesting study was done 517 00:22:13.725 --> 00:22:15.445 where they used natural language processing 518 00:22:15.445 --> 00:22:18.685 and they scraped a whole bunch of, I think, Fortune 500, 519 00:22:18.685 --> 00:22:21.325 300 Fortune 500 American corporations. 520 00:22:21.585 --> 00:22:23.165 And as you might imagine, 521 00:22:23.165 --> 00:22:25.845 perhaps your organization gets this a lot better than some 522 00:22:25.845 --> 00:22:27.005 of the ones I've been involved with. 523 00:22:27.665 --> 00:22:31.445 Nearly 12 different concepts per statement, 524 00:22:31.805 --> 00:22:34.165 18 different concepts per company were discussed. 525 00:22:34.425 --> 00:22:37.285 So consider that you open up your org. statements 526 00:22:37.775 --> 00:22:39.965 where you have your mission, vision, values; purpose, 527 00:22:39.965 --> 00:22:44.365 vision, values; 18 different sort of, I, I, I would, 528 00:22:44.645 --> 00:22:46.605 I would be so bold as to use the word values. 529 00:22:46.965 --> 00:22:48.725 I would say that often when I open these up, 530 00:22:48.885 --> 00:22:50.165 I see 18 different values. 531 00:22:50.225 --> 00:22:52.645 And at that point, what is it that you stand for? 532 00:22:52.715 --> 00:22:54.045 What am I supposed to do? 533 00:22:54.075 --> 00:22:56.125 What are the things that are most important to us? 534 00:22:56.345 --> 00:22:57.565 So that's the reality. 535 00:22:57.585 --> 00:23:00.645 And I think a lot of times we don't push ourselves 536 00:23:00.665 --> 00:23:04.685 to have these conversations about, no, we have, you know, 537 00:23:04.765 --> 00:23:06.885 a hundred people in the room, but we're getting to five. 538 00:23:07.425 --> 00:23:10.285 We need to come to some consensus on what are these things 539 00:23:10.285 --> 00:23:11.405 that are most important so we 540 00:23:11.405 --> 00:23:12.765 can communicate it with clarity. 541 00:23:12.825 --> 00:23:15.805 So that's one reason that I think we don't push ourselves 542 00:23:15.945 --> 00:23:17.605 to really get to that level of depth. 543 00:23:18.665 --> 00:23:20.925 And there's one more reason, 544 00:23:21.185 --> 00:23:24.285 and we're sort of interweaving purpose and values here. 545 00:23:24.465 --> 00:23:27.125 Um, we're doing that to try to get you as much information 546 00:23:27.125 --> 00:23:28.525 as we can in a short period of time, 547 00:23:29.185 --> 00:23:30.885 but this is a little more abstract, 548 00:23:30.905 --> 00:23:34.325 so bear with me. And I think it's important to acknowledge 549 00:23:34.325 --> 00:23:35.925 that these concepts like values 550 00:23:36.025 --> 00:23:39.085 and purpose, they're sort of a paradox 551 00:23:39.235 --> 00:23:43.005 because, just wanna read this quote that "the very properties 552 00:23:43.005 --> 00:23:45.765 "that make purpose meaningful are those 553 00:23:45.765 --> 00:23:48.645 "that leave employees unable to sense how their daily 554 00:23:49.165 --> 00:23:51.445 "responsibilities are associated with them." 555 00:23:51.915 --> 00:23:54.765 Said another way, "purpose at its core is about bridging the 556 00:23:55.085 --> 00:23:57.125 "mundane," what it is that you do. 557 00:23:57.585 --> 00:24:00.765 You know, that I, if I'm an analyst, I do maybe calculations 558 00:24:00.785 --> 00:24:04.245 or I'm in workbooks with the moral, these sort 559 00:24:04.245 --> 00:24:05.845 of value-laden intentions. 560 00:24:05.845 --> 00:24:10.285 And so what you heard Ray say that this is hard there, 561 00:24:10.355 --> 00:24:13.005 this is another way to say why it's hard, is 562 00:24:13.005 --> 00:24:15.885 because these concepts are abstract. 563 00:24:16.385 --> 00:24:21.045 And so when we're trying to say connect the, you know, 564 00:24:21.065 --> 00:24:24.925 the day that you're in your Excel workbook or in Python 565 00:24:25.385 --> 00:24:28.725 or, uh, you know, talking with clients, you need to connect 566 00:24:28.795 --> 00:24:33.045 that to the fact that, you know, we are pursuing, uh, 567 00:24:33.285 --> 00:24:35.285 I don't know, better vision care in Rwanda, 568 00:24:35.285 --> 00:24:36.605 or we're gonna make the world a healthier place. 569 00:24:36.625 --> 00:24:39.765 Or we, you know, we want, uh, you know, safety 570 00:24:39.865 --> 00:24:42.605 to be central, uh, to the way that we develop cars. 571 00:24:42.825 --> 00:24:44.805 Or, you know, I think about me as a professor, 572 00:24:45.005 --> 00:24:47.045 I care deeply about higher education, 573 00:24:47.385 --> 00:24:50.085 and you know, when I am grading that a hundred 574 00:24:50.085 --> 00:24:52.725 and fiftieth exam, because we're trying to scale 575 00:24:52.745 --> 00:24:55.965 and grow to accommodate, you know, changes here, it's hard 576 00:24:56.065 --> 00:25:00.245 to lose, you know, what that purpose is and what I'm doing. 577 00:25:00.585 --> 00:25:03.445 Um, so connecting the abstract with the mundane, 578 00:25:03.445 --> 00:25:05.005 this is a really hard thing to do. 579 00:25:07.215 --> 00:25:10.795 And so, um, this is a, you know, we'll, we'll, 580 00:25:10.795 --> 00:25:13.795 we'll leave you with a specific exercise 581 00:25:13.795 --> 00:25:15.155 that I think Ray is gonna give you. 582 00:25:15.205 --> 00:25:17.355 [Ray] Mmhmm. [Brittany] We'll see whichever one, uh, pops up. 583 00:25:18.055 --> 00:25:20.715 But I will, um, leave you with a story 584 00:25:20.775 --> 00:25:23.035 before I hand it over to Ray to give you like, okay, 585 00:25:23.095 --> 00:25:25.355 here's a tool, one tool. 586 00:25:25.355 --> 00:25:27.275 We have a couple of 'em, we're only gonna give you one today 587 00:25:27.275 --> 00:25:28.275 that you can start to do this, 588 00:25:28.295 --> 00:25:31.795 but this was a really, uh, great story, might be a myth. 589 00:25:31.975 --> 00:25:35.435 Uh, but essentially what happened is back in the race 590 00:25:35.495 --> 00:25:39.835 to the moon, the story goes that JFK walks into NASA 591 00:25:40.775 --> 00:25:43.515 and well, is walking out of NASA late at night, 592 00:25:43.895 --> 00:25:46.435 and sees this custodian mopping the floor. 593 00:25:46.815 --> 00:25:50.115 And he goes, why are you staying so late mopping the floor? 594 00:25:50.535 --> 00:25:53.035 And the guy goes, I'm not mopping the floors, 595 00:25:53.175 --> 00:25:55.155 I'm putting a man on the moon. 596 00:25:55.815 --> 00:25:57.235 And that is what we're 597 00:25:57.235 --> 00:26:01.115 after here, is we want our people to understand 598 00:26:01.665 --> 00:26:03.675 what it is we're really pursuing 599 00:26:04.225 --> 00:26:07.795 because it will help, again, coming back to where we began, 600 00:26:08.145 --> 00:26:10.075 this idea of being really committed 601 00:26:10.095 --> 00:26:13.075 and trying to make mopping those floors 602 00:26:13.505 --> 00:26:14.875 that much more important. 603 00:26:16.155 --> 00:26:17.155 Okay. 604 00:26:17.805 --> 00:26:21.975 [Ray] Alright. So, um, this is a little takeaway exercise 605 00:26:21.995 --> 00:26:24.655 for you that is, uh, hopefully useful and fun. 606 00:26:24.655 --> 00:26:25.935 If we were together in person, 607 00:26:26.075 --> 00:26:27.415 we would, we would do this live. 608 00:26:27.755 --> 00:26:29.855 Uh, but a little hard to scale this in a virtual way. 609 00:26:30.075 --> 00:26:32.295 Um, this plays off of future-self thinking 610 00:26:32.295 --> 00:26:34.455 and there's actually some really interesting behavioral 611 00:26:34.455 --> 00:26:35.775 science being produced on 612 00:26:36.285 --> 00:26:41.135 what would my future self think about X or Y or Z thing, 613 00:26:41.435 --> 00:26:43.965 and what does, how does that influence my current self? 614 00:26:44.025 --> 00:26:45.965 Hal Herschfield outta UCLA has done some, 615 00:26:46.115 --> 00:26:47.365 some really good work on this. 616 00:26:47.465 --> 00:26:49.045 And so we, we look at this 617 00:26:49.045 --> 00:26:51.125 and say, okay, let's talk about your retirement party, 618 00:26:51.195 --> 00:26:53.125 however far you are from retirement. 619 00:26:53.225 --> 00:26:55.445 I'm probably a little closer than many people on this call 620 00:26:55.785 --> 00:26:58.925 and I can't wait, but I would say, who's gonna be there? 621 00:26:58.935 --> 00:27:02.125 Right? So like, who is involved in your retirement? 622 00:27:02.235 --> 00:27:04.165 What do I hope that they will say? 623 00:27:04.545 --> 00:27:06.405 And what do I want to be remembered for? 624 00:27:06.465 --> 00:27:08.085 So what does future Ray think, 625 00:27:08.315 --> 00:27:10.285 however many years that is in the future, 626 00:27:10.865 --> 00:27:14.125 and, and what's an intentionality associated with that? 627 00:27:14.185 --> 00:27:17.365 And then as I think about what that might look like, 628 00:27:18.165 --> 00:27:21.485 I might want to consider how my values were activated 629 00:27:21.545 --> 00:27:22.965 to actually get to that place. 630 00:27:23.105 --> 00:27:26.925 And so how can I actually write about my top three core 631 00:27:26.925 --> 00:27:31.645 values after considering that future-self creative state? 632 00:27:31.985 --> 00:27:33.965 And what do these values actually mean to me? 633 00:27:34.025 --> 00:27:37.405 How can I describe the value maybe without even trying 634 00:27:37.405 --> 00:27:38.725 to label it at first? 635 00:27:39.225 --> 00:27:40.805 The word does a lot of work, 636 00:27:41.225 --> 00:27:43.965 and it's actually helpful to probably describe 637 00:27:44.195 --> 00:27:46.845 what were, our intentions are, and then try 638 00:27:46.845 --> 00:27:49.805 and refine that word over time to be able to describe it. 639 00:27:50.165 --> 00:27:51.405 I could think about the list 640 00:27:51.545 --> 00:27:53.365 of actions that might be evident. 641 00:27:53.625 --> 00:27:57.005 So if I behaviorally show up, right? 642 00:27:57.295 --> 00:28:00.005 Emily Pronin talks about an asymmetry of information. 643 00:28:00.245 --> 00:28:02.845 I have lots of intentions, if I work with Brittany, 644 00:28:02.905 --> 00:28:06.485 she can't see, she could definitely see my behaviors, right? 645 00:28:06.545 --> 00:28:08.405 And so if she sees my behaviors, 646 00:28:08.405 --> 00:28:09.685 what were the actions I took, 647 00:28:09.705 --> 00:28:11.965 if I want Brittany at my retirement party, which I do, 648 00:28:12.265 --> 00:28:13.725 and what would I like her to say about me? 649 00:28:13.725 --> 00:28:16.085 Right? And so that would be something 650 00:28:16.085 --> 00:28:17.125 that might be able to be helpful. 651 00:28:17.665 --> 00:28:20.885 And then what are some ways I can connect those actions 652 00:28:20.885 --> 00:28:22.605 to the value to what Brittany just said? 653 00:28:22.865 --> 00:28:25.045 How do I think about the mundane, right? 654 00:28:25.115 --> 00:28:28.045 Some tactical things I might do at work relative 655 00:28:28.045 --> 00:28:30.005 to maybe a higher purpose within an organization 656 00:28:30.025 --> 00:28:31.405 or a higher purpose for myself. 657 00:28:31.825 --> 00:28:35.085 Um, and try and drive some of that mattering, that meaning, 658 00:28:35.155 --> 00:28:38.925 that connection to my commitment within my, my own self. 659 00:28:39.065 --> 00:28:43.565 So with that, that's really all we have as, as our kind of, 660 00:28:43.905 --> 00:28:45.245 uh, transmission to you. 661 00:28:45.345 --> 00:28:48.645 We do wanna open it up to a chat-based discussion. 662 00:28:48.945 --> 00:28:52.685 And I think Kim is maybe, uh, collecting some of these 663 00:28:53.025 --> 00:28:54.085 or [Kim] Yup. [Ray] kind of guide 664 00:28:54.085 --> 00:28:55.085 us. [Kim] Absolutely. 665 00:28:55.085 --> 00:28:55.645 Yeah. 666 00:28:55.645 --> 00:28:57.045 So I have a couple of questions, 667 00:28:57.305 --> 00:28:59.805 but um, as we talked about at the beginning, 668 00:29:00.025 --> 00:29:01.245 so if you have additional questions 669 00:29:01.245 --> 00:29:03.405 after listening to the presentation, feel free 670 00:29:03.405 --> 00:29:04.685 to go ahead and add them into the chat. 671 00:29:05.205 --> 00:29:07.325 I have a couple that I'll, I'll raise right now, 672 00:29:07.505 --> 00:29:10.325 but if you think of anything during our discussion here, 673 00:29:10.395 --> 00:29:12.845 just add them to the chat and I'll, I'll bring them to Ray 674 00:29:12.845 --> 00:29:15.405 and Brittany and we can talk through them right now. 675 00:29:15.795 --> 00:29:19.485 Alright, so we have one question that popped up from Leah. 676 00:29:19.785 --> 00:29:23.885 She asked, would values be synon- synonymous with motivations? 677 00:29:24.705 --> 00:29:27.805 So she's thinking about pay, work flexibility, 678 00:29:27.945 --> 00:29:31.885 responsibility level, as motivations versus honesty, 679 00:29:32.155 --> 00:29:35.045 belonging, dependability, and personal values. 680 00:29:37.045 --> 00:29:38.745 [Ray] Um, I, I'll take a stab 681 00:29:38.745 --> 00:29:39.825 and I'd love to hear Brittany's thought. 682 00:29:39.865 --> 00:29:42.405 I, I don't, I don't know if they're are a perfect synonym 683 00:29:42.405 --> 00:29:44.325 with motivation but when we think about motivation, 684 00:29:44.385 --> 00:29:47.805 we have sort of intrinsic motivators, like what is it that, 685 00:29:48.105 --> 00:29:50.925 uh, is going to drive us to, you know, 686 00:29:51.025 --> 00:29:52.445 be motivated to do something? 687 00:29:52.445 --> 00:29:56.765 And if I would say clarity of our values, um, clar- and, 688 00:29:56.765 --> 00:29:58.925 and understanding then how to activate those values. 689 00:29:59.705 --> 00:30:01.765 If I can do that within the context of work, 690 00:30:01.875 --> 00:30:05.125 it's probably has an inherent motivation component 691 00:30:05.225 --> 00:30:06.285 to it, right? 692 00:30:06.425 --> 00:30:08.605 And, and most likely an activation of more 693 00:30:08.605 --> 00:30:09.925 of an intrinsic motivation, 694 00:30:10.565 --> 00:30:13.125 although we would see some values associated 695 00:30:13.195 --> 00:30:16.085 with extrinsic motivators as well, such as pay 696 00:30:16.105 --> 00:30:19.045 and job performance and financial security. 697 00:30:19.145 --> 00:30:21.085 So if I value financial security 698 00:30:21.185 --> 00:30:24.205 or maybe I express I have a value of family, 699 00:30:24.705 --> 00:30:26.845 and I express that value as being able 700 00:30:26.845 --> 00:30:29.205 to provide resources my, for my family to live well, 701 00:30:29.225 --> 00:30:31.765 and I, I look at that as financial security. 702 00:30:32.235 --> 00:30:34.805 Some sort of pay motivator might be very meaningful 703 00:30:34.805 --> 00:30:37.045 for me if I can make that link in that connection. 704 00:30:37.105 --> 00:30:39.165 So I don't know if they're perfect synonyms, 705 00:30:39.165 --> 00:30:40.525 but they're definitely intertwined 706 00:30:40.525 --> 00:30:42.245 that a better understanding 707 00:30:42.345 --> 00:30:45.365 and a better activation of my values will probably lead me 708 00:30:45.365 --> 00:30:48.445 to increase my motivation in certain ways. Brittany? 709 00:30:48.755 --> 00:30:49.885 [Britany] Yeah, a hundred percent. 710 00:30:50.185 --> 00:30:52.205 And I, I find it helpful for me 711 00:30:52.395 --> 00:30:55.365 because I like thinking about this to separate the two. 712 00:30:55.745 --> 00:30:59.765 Um, so it's, yeah, my values are my deepest motivators, 713 00:31:00.065 --> 00:31:03.765 and so I, you, they, but they're so much more abstract 714 00:31:03.985 --> 00:31:05.765 and I almost think of them as nouns. 715 00:31:05.835 --> 00:31:09.885 They're words that help describe what makes me who I am, 716 00:31:10.195 --> 00:31:12.285 what it, it describes the context 717 00:31:12.395 --> 00:31:15.285 that I'm gonna be thriving in at home. 718 00:31:15.505 --> 00:31:17.765 And even at work now, you can separate your values, 719 00:31:17.825 --> 00:31:19.285 you can have some values that are a little 720 00:31:19.285 --> 00:31:20.325 more activated at work. 721 00:31:20.445 --> 00:31:23.485 I find that my top three I carry with me wherever I go. 722 00:31:23.485 --> 00:31:26.365 And no matter what context I'm in, I would want people 723 00:31:26.365 --> 00:31:27.525 to describe me that way. 724 00:31:27.825 --> 00:31:31.245 So what motivates me at work is slightly different, 725 00:31:31.305 --> 00:31:33.205 or it's just helpful to be able to come in 726 00:31:33.205 --> 00:31:35.205 and communicate to people I work with 727 00:31:35.555 --> 00:31:38.285 like, here's how, like, I don't tell them my values, 728 00:31:38.465 --> 00:31:41.485 but I talk to them about, you know, I'm a, I'm a person 729 00:31:41.485 --> 00:31:42.965 that really values connection. 730 00:31:43.225 --> 00:31:45.765 So when I go tell my department chair that, hey, 731 00:31:45.805 --> 00:31:47.485 I wanna set up a coffee machine, 732 00:31:47.605 --> 00:31:50.485 a really nice one in our kitchen, it's 733 00:31:50.485 --> 00:31:53.165 because I want people to come in and connect and talk. 734 00:31:53.435 --> 00:31:55.565 Like, I care about community building. 735 00:31:55.745 --> 00:31:58.605 So my values are my deepest intrinsic 736 00:31:58.795 --> 00:32:00.445 motivator, not extrinsic. 737 00:32:00.585 --> 00:32:03.605 And they are, they help me communicate the things 738 00:32:03.835 --> 00:32:05.325 that will make my work most meaningful. 739 00:32:05.585 --> 00:32:09.165 Um, and also tell the people how I work, what 740 00:32:09.685 --> 00:32:11.765 criteria I'm gonna use to talk about standards. 741 00:32:11.905 --> 00:32:13.805 Ray knows a lot of this stuff about me already. 742 00:32:16.645 --> 00:32:18.545 [Kim] That's great [Brittany] Great, great question by the way. 743 00:32:18.995 --> 00:32:21.225 [Kim] Definitely. And we have a few more, 744 00:32:21.235 --> 00:32:23.145 which is fantastic, keep, keep 'em coming. 745 00:32:24.085 --> 00:32:27.585 Um, from Leslie, she's asking, what's the best method 746 00:32:27.605 --> 00:32:30.265 to respond to mission creep [Brittany] Mmhmm. 747 00:32:30.485 --> 00:32:33.625 [Kim] in the workplace? How do I express a concern 748 00:32:33.625 --> 00:32:35.585 that our busyness is no longer 749 00:32:36.105 --> 00:32:39.325 directly affecting the original mission, values, and vision? 750 00:32:41.415 --> 00:32:42.665 [Ray] Yeah, that's a great question. 751 00:32:42.885 --> 00:32:46.385 Um, and if I had a highly satisfactory answer, 752 00:32:46.505 --> 00:32:48.745 I would probably, uh, write a wonderful book. 753 00:32:48.825 --> 00:32:50.185 I, I think it's a very real issue, 754 00:32:50.185 --> 00:32:51.305 and it's wonderful to call it out. 755 00:32:51.305 --> 00:32:53.305 And I think part of, part of it might be to 756 00:32:53.305 --> 00:32:55.865 what we talked about relative to Brittany's comment 757 00:32:55.865 --> 00:32:58.905 around the 18 different values within a company's mission 758 00:32:58.905 --> 00:33:02.025 statement versus that highly selective core of values 759 00:33:02.625 --> 00:33:05.425 relative to somebody's capacity to deliver well, right? 760 00:33:05.445 --> 00:33:07.945 And so an honest conversation around mission creep, 761 00:33:07.945 --> 00:33:09.585 which is you're, you're dealing 762 00:33:09.585 --> 00:33:10.625 with a couple different things. 763 00:33:11.125 --> 00:33:13.985 How, how does the mission creep in terms 764 00:33:14.005 --> 00:33:16.905 of work performance maybe influence your ability 765 00:33:17.045 --> 00:33:20.545 to focus in on excellence or honesty 766 00:33:20.765 --> 00:33:22.105 or transparency 767 00:33:22.285 --> 00:33:24.305 or some other value that's quite important 768 00:33:24.305 --> 00:33:25.345 to you within the workplace? 769 00:33:25.685 --> 00:33:28.465 And then having an open conversation with your manager. 770 00:33:28.605 --> 00:33:31.625 Now, obviously some of those things are dealing 771 00:33:31.625 --> 00:33:35.025 with whatever reality your organization's facing: 772 00:33:35.025 --> 00:33:36.265 increasing pressures, 773 00:33:36.505 --> 00:33:38.905 changing market conditions, et cetera, et cetera. 774 00:33:38.925 --> 00:33:41.185 But I do think it's probably, um, 775 00:33:41.605 --> 00:33:45.105 if you work in an environment of high psychological safety 776 00:33:45.105 --> 00:33:47.905 where you're able to share some perspective back, like, wow, 777 00:33:47.965 --> 00:33:49.945 our mission continues to creep in a way 778 00:33:49.945 --> 00:33:53.225 that I no longer feel like we have the resources to deliver 779 00:33:53.575 --> 00:33:55.505 what we do well and especially in line 780 00:33:55.505 --> 00:33:56.545 with the values we have. 781 00:33:57.025 --> 00:34:00.105 I think that's a very, uh, healthy conversation to have 782 00:34:01.425 --> 00:34:02.905 relative to an organization. 783 00:34:02.905 --> 00:34:05.185 Because when, to Brittany's point, if you, 784 00:34:05.245 --> 00:34:09.385 if, if organizations can't figure out what they stand 785 00:34:09.385 --> 00:34:11.225 for in a very clear and crisp way, 786 00:34:11.855 --> 00:34:14.105 then everything becomes important 787 00:34:14.245 --> 00:34:16.665 and you have absolutely no choices made. 788 00:34:16.965 --> 00:34:18.385 And one of the core components 789 00:34:18.405 --> 00:34:21.385 of great strategy is actually choosing what not to do. 790 00:34:21.805 --> 00:34:23.825 And if you find your organization in a place 791 00:34:23.825 --> 00:34:26.305 where they can't make a decision of what not to do, 792 00:34:26.845 --> 00:34:29.145 that's probably a, a violation 793 00:34:29.145 --> 00:34:31.385 of some value they have stated somewhere. 794 00:34:31.805 --> 00:34:33.745 And that might lead to a really healthy debate 795 00:34:33.745 --> 00:34:36.985 with whomever has the power to make that call. Brittany? 796 00:34:37.415 --> 00:34:39.505 [Brittany] Yeah, I'll try to, that's so well said. 797 00:34:39.525 --> 00:34:41.865 And I'll try to be more tactical about 798 00:34:42.015 --> 00:34:43.505 what I do and how I think about it. 799 00:34:43.505 --> 00:34:45.625 Some of this really depends, like on how, 800 00:34:46.565 --> 00:34:48.345 how much autonomy you have in your job. 801 00:34:48.685 --> 00:34:51.625 But regardless, what I try to ask myself, Leslie, is 802 00:34:52.095 --> 00:34:53.825 what do I have control over 803 00:34:54.005 --> 00:34:55.825 and what do I not have control over? 804 00:34:56.525 --> 00:34:59.825 And so, for example, um, I'm gonna lose all the alumni here. 805 00:34:59.945 --> 00:35:01.385 I have no control over the fact 806 00:35:01.385 --> 00:35:03.265 that our university is gonna dump a lot of funds 807 00:35:03.285 --> 00:35:05.225 and resources into building out our football team. 808 00:35:05.355 --> 00:35:07.345 Great. I love watching football, 809 00:35:07.365 --> 00:35:11.545 but to be clear, like I, my, my mission is not for IU 810 00:35:11.545 --> 00:35:12.665 to be a great football school. 811 00:35:12.905 --> 00:35:15.025 I want it to be about learning and education. 812 00:35:15.225 --> 00:35:16.825 I understand there's complex, but, 813 00:35:16.965 --> 00:35:20.385 but my point being, I have no control about, you know, 814 00:35:20.385 --> 00:35:23.705 where, where we funnel, you know, our resources, 815 00:35:23.705 --> 00:35:24.985 our attention necessarily. 816 00:35:25.565 --> 00:35:29.705 But what I do have control over is on my day to day, like, 817 00:35:30.165 --> 00:35:33.825 am I making choices to be in line 818 00:35:34.175 --> 00:35:35.305 with my values? 819 00:35:35.725 --> 00:35:39.365 And, and as I look at, you know, I use mission certain, 820 00:35:39.425 --> 00:35:40.965 we care deeply about learning. 821 00:35:41.385 --> 00:35:45.685 How am I as an individual pursuing that particular mission 822 00:35:45.905 --> 00:35:48.325 and do, and is my organization supporting me? 823 00:35:48.505 --> 00:35:49.845 And I'll tell you that one of the things 824 00:35:49.845 --> 00:35:52.965 that happens, tale as old as time, is we often end up pursuing 825 00:35:53.065 --> 00:35:54.565 all the things that are most urgent 826 00:35:55.385 --> 00:35:57.045 and not the things that are most important. 827 00:35:57.305 --> 00:36:00.365 And you know, even as I've grown in this role, you know, 828 00:36:00.365 --> 00:36:03.325 raking a test, you get asked to do 20 different things, 829 00:36:03.385 --> 00:36:06.285 and it's ultimately up to me like what I say yes and no to. 830 00:36:06.385 --> 00:36:09.485 So I think what I would push people on is try 831 00:36:09.485 --> 00:36:11.245 to control the things that you can control. 832 00:36:11.945 --> 00:36:13.405 The things you can't control 833 00:36:13.465 --> 00:36:16.285 you have to ask yourself hard questions about can you live 834 00:36:16.285 --> 00:36:18.485 with and do you have a choice, you know, 835 00:36:18.505 --> 00:36:19.685 to either leave or not. 836 00:36:19.905 --> 00:36:23.445 And if you can live with it, then how can you, like, 837 00:36:23.955 --> 00:36:26.485 help yourself be more connected to the values 838 00:36:26.545 --> 00:36:28.365 of your organization that really matter to you 839 00:36:29.025 --> 00:36:30.725 and to your own values? 840 00:36:30.865 --> 00:36:33.845 And then also how can you help the people who work 841 00:36:33.845 --> 00:36:35.245 for you connect to their values? 842 00:36:35.385 --> 00:36:37.725 And I found that I've had a lot of success doing that, 843 00:36:37.865 --> 00:36:40.645 and I speak from a place of a lot of privilege 844 00:36:40.645 --> 00:36:43.125 where my roles have been quite autonomous, like 845 00:36:43.125 --> 00:36:44.765 where I can sort of craft my own 846 00:36:44.935 --> 00:36:46.405 experience for better, for worse. 847 00:36:46.675 --> 00:36:47.685 Does that make sense, Ray, 848 00:36:47.685 --> 00:36:49.525 or do you wanna help me clarify anything I'm 849 00:36:49.525 --> 00:36:50.605 trying to point out there? 850 00:36:50.605 --> 00:36:51.605 [Ray] I think that's a 851 00:36:51.605 --> 00:36:52.925 great, great add. [Brittany] Okay. 852 00:36:54.095 --> 00:36:56.105 [Kim] Yeah. Fantastic and wonderful questions. 853 00:36:56.565 --> 00:36:59.545 Um, another really, really good one, from Dan, 854 00:36:59.885 --> 00:37:03.625 how do you suggest organizations engage their employees in 855 00:37:03.625 --> 00:37:05.865 the conversation about values and purpose 856 00:37:06.045 --> 00:37:08.625 and how frequently, like how should, uh, 857 00:37:08.685 --> 00:37:10.505 how should the organization approach it? 858 00:37:12.885 --> 00:37:14.225 [Ray] Um, great question. 859 00:37:14.225 --> 00:37:16.425 It depends on your organizational level. I'm a big fan, 860 00:37:16.625 --> 00:37:19.145 I work with a lot of, uh, team leaders, first-level leaders, 861 00:37:19.145 --> 00:37:21.305 even second-level leaders of team of teams. 862 00:37:21.325 --> 00:37:23.945 And I think at that level, I think you can actually do quite 863 00:37:23.945 --> 00:37:25.865 a few creative things, uh, such 864 00:37:25.865 --> 00:37:29.665 as a values identification exercise, et cetera, just as a, 865 00:37:29.785 --> 00:37:30.865 a team building exercise. 866 00:37:30.925 --> 00:37:33.665 Now, obviously, um, you'd, it's good 867 00:37:33.665 --> 00:37:36.025 to approach it in a sys- systematic way, right? 868 00:37:36.045 --> 00:37:37.465 So there's value card sorts 869 00:37:37.465 --> 00:37:40.025 and other tools you can use to have these conversations. 870 00:37:40.045 --> 00:37:41.785 But I think to that place of trying 871 00:37:41.785 --> 00:37:45.105 to help people understand their individual values in a 872 00:37:45.105 --> 00:37:46.865 robust way could lead 873 00:37:46.865 --> 00:37:48.665 to some really healthy conversations, right? 874 00:37:48.735 --> 00:37:51.145 Like, hey, as we clarify these values, what does it mean? 875 00:37:51.615 --> 00:37:53.745 That is, that is certainly hard to scale. 876 00:37:53.765 --> 00:37:55.545 If I'm thinking about it at a macro level, 877 00:37:55.615 --> 00:37:58.065 like I could certainly implement a program at a macro level 878 00:37:58.165 --> 00:38:00.545 and try to do this across a major corporation, 879 00:38:00.545 --> 00:38:01.665 that might take a little more effort. 880 00:38:01.665 --> 00:38:03.665 But at a team leader leader level, um, 881 00:38:04.065 --> 00:38:05.425 I would recommend starting there. 882 00:38:05.905 --> 00:38:07.705 I actually coached a team leader once 883 00:38:08.085 --> 00:38:10.345 who was a very genuine, authentic person 884 00:38:10.885 --> 00:38:13.385 and felt very strongly about his values. 885 00:38:13.605 --> 00:38:15.145 And, and we had a great conversation 886 00:38:15.205 --> 00:38:17.865 and I said, how much do you think you activate your values? 887 00:38:17.965 --> 00:38:19.385 How much, how much does your behavior 888 00:38:20.265 --> 00:38:21.905 actually communicate your values? 889 00:38:22.005 --> 00:38:23.585 And he said, oh, I think it's clear. 890 00:38:23.825 --> 00:38:25.185 I think people know what I stand for. 891 00:38:25.705 --> 00:38:27.225 And we did some values work and, 892 00:38:27.285 --> 00:38:28.905 and we got clear on his five values. 893 00:38:28.965 --> 00:38:31.145 And then we actually ran a survey just 894 00:38:31.145 --> 00:38:33.105 because he was very open to, to doing this 895 00:38:33.105 --> 00:38:34.545 and say, let's just test it out. 896 00:38:34.555 --> 00:38:37.125 Let's have people, uh, respond with your values. 897 00:38:37.435 --> 00:38:39.725 They got literally zero right 898 00:38:39.905 --> 00:38:43.925 in terms of what they thought his values were relative to 899 00:38:43.925 --> 00:38:46.885 how he was showing up versus how he felt about his values. 900 00:38:47.425 --> 00:38:49.005 And it was eye-opening for him 901 00:38:49.005 --> 00:38:51.765 because he realized like, wow, this is very important work 902 00:38:51.785 --> 00:38:53.925 to create the culture that I want to create, 903 00:38:54.385 --> 00:38:55.805 and I'm a little concerned 904 00:38:55.805 --> 00:38:57.965 that I am not showing up behaviorally 905 00:38:58.315 --> 00:39:00.085 with things I find to be important to me. 906 00:39:00.105 --> 00:39:03.565 So it led to a few changes in how he approached his team, 907 00:39:03.945 --> 00:39:05.965 um, but it also led to some more clarity 908 00:39:06.065 --> 00:39:07.845 and open conversations relative to 909 00:39:08.225 --> 00:39:11.285 how those folks within his team could actually do 910 00:39:11.285 --> 00:39:12.405 work that mattered to them. 911 00:39:12.465 --> 00:39:14.005 And and does it take a little more time? 912 00:39:14.305 --> 00:39:17.325 Yes, it takes a little more time than him just dictating 913 00:39:17.325 --> 00:39:19.165 what his values are, but I would go back 914 00:39:19.165 --> 00:39:20.405 to those work commitment numbers. 915 00:39:20.845 --> 00:39:21.925 I guarantee if we went back 916 00:39:21.925 --> 00:39:23.565 and did it today, his work commitment 917 00:39:23.705 --> 00:39:26.365 as people are activating their values is gonna go up 918 00:39:26.365 --> 00:39:28.625 across his entire team. [Kim] Yeah, 919 00:39:29.325 --> 00:39:31.505 [Brittany] And I, I see one more question up here 920 00:39:31.525 --> 00:39:33.825 and I wanna, so I'll piggy back on this two ways 921 00:39:33.825 --> 00:39:34.985 then maybe pump back to you, Ray 922 00:39:35.105 --> 00:39:36.505 'cause I bet you'll have something to say about this, 923 00:39:36.565 --> 00:39:39.865 but so somebody is having ask a question about, um, 924 00:39:40.485 --> 00:39:41.945 how do you, how should a company talk 925 00:39:41.945 --> 00:39:44.865 to employees about each in person personal, uh, I'm sorry, 926 00:39:44.865 --> 00:39:46.745 each employee's individual personal values? 927 00:39:46.885 --> 00:39:48.945 One thing I wanna say is that, well, 928 00:39:49.185 --> 00:39:51.585 two things you can have values. 929 00:39:52.085 --> 00:39:54.705 So when I talk about my values, they're my values. 930 00:39:54.735 --> 00:39:57.265 Whether I'm talking with my family 931 00:39:57.645 --> 00:40:01.785 or my colleagues, um, they're not, I wouldn't call them like 932 00:40:02.455 --> 00:40:03.785 they are deeply personal, 933 00:40:03.805 --> 00:40:05.585 but they're not, um, they're not 934 00:40:05.585 --> 00:40:07.145 necessarily intimate, if you will. 935 00:40:07.765 --> 00:40:10.305 My values transcend whatever context I'm in. 936 00:40:10.455 --> 00:40:14.025 That being said, it sometimes it can work out very well 937 00:40:14.045 --> 00:40:17.625 for people to have no, here are the values at work for me, 938 00:40:18.045 --> 00:40:20.465 and here are the values that are outside of work. 939 00:40:20.465 --> 00:40:21.505 Either one is okay, 940 00:40:21.505 --> 00:40:23.825 but I just wanna make sure nomenclature wise when we're 941 00:40:23.825 --> 00:40:26.105 talking about personal values, really just means 942 00:40:26.185 --> 00:40:27.585 what are your individual values? 943 00:40:27.685 --> 00:40:30.105 And if it works better for you to separate the two, 944 00:40:30.765 --> 00:40:32.065 um, that's fine. 945 00:40:32.815 --> 00:40:36.345 What I wanna add to that is, as leader, if you're trying to, 946 00:40:36.445 --> 00:40:38.345 and I bet Ray will have additional things 947 00:40:38.345 --> 00:40:40.825 to say, when you're trying to bring this exercise into your 948 00:40:40.825 --> 00:40:43.185 team for the first time, this can be highly vulnerable. 949 00:40:43.885 --> 00:40:48.025 Uh, and so one, uh, if you already have a lot of trust 950 00:40:48.025 --> 00:40:49.305 with your team, great. 951 00:40:49.585 --> 00:40:51.025 I suspect you'll be just fine. 952 00:40:51.165 --> 00:40:54.065 If this is something new, what you might try 953 00:40:54.065 --> 00:40:56.945 to do is like do some small things first 954 00:40:56.945 --> 00:40:59.065 before you ask people to bare their souls to you. 955 00:40:59.485 --> 00:41:01.585 Uh, but also if you model it. 956 00:41:01.925 --> 00:41:04.745 So you might need to be the first one to make the first move 957 00:41:04.925 --> 00:41:07.185 to talk about like what this means to you 958 00:41:07.725 --> 00:41:08.825 and walk people through it. 959 00:41:08.825 --> 00:41:11.865 And I've had numbers of students in my graduate programs, 960 00:41:12.125 --> 00:41:14.745 uh, that have, you know, shared similar stories 961 00:41:14.745 --> 00:41:16.185 that Ray is talking about here. 962 00:41:16.685 --> 00:41:20.465 Um, re- regarding, uh, just the sus- success they've had 963 00:41:21.065 --> 00:41:23.985 wherever they, at, wherever they've been at on that spectrum 964 00:41:24.045 --> 00:41:26.745 of trust with their teams, um, in implementing this. 965 00:41:27.505 --> 00:41:29.105 I have one more thought, but I wanna punt that back 966 00:41:29.105 --> 00:41:30.145 to you, Ray, if you wanna add. 967 00:41:30.725 --> 00:41:32.625 [Ray] No, I would, I would say this, this, you know, 968 00:41:32.625 --> 00:41:34.125 especially if you are an environment 969 00:41:34.125 --> 00:41:36.285 that hasn't practiced these types [Brittany] Yeah. [Ray] of conversations 970 00:41:36.285 --> 00:41:39.285 before this can, [Brittany] yes [Ray] this can be a little jarring, you know, 971 00:41:39.345 --> 00:41:40.925 and I think leaders are always wise 972 00:41:40.945 --> 00:41:42.885 to remember any power differential, 973 00:41:43.195 --> 00:41:45.325 even if you don't necessarily understand 974 00:41:45.325 --> 00:41:47.125 that power differential, that power differential 975 00:41:47.615 --> 00:41:48.805 makes a huge difference. 976 00:41:48.825 --> 00:41:52.285 And so doing this type of work, I think, you know, 977 00:41:52.385 --> 00:41:55.565 as a leader, what I would hope you focus on is, boy, 978 00:41:55.645 --> 00:41:57.405 I don't just want the extra productivity 979 00:41:57.405 --> 00:41:58.805 that comes from more motivation. 980 00:41:58.835 --> 00:42:00.085 Like that's a good benefit. 981 00:42:00.585 --> 00:42:03.005 But you have to come at it with a good intention is I want 982 00:42:03.005 --> 00:42:04.685 to help people be more motivated 983 00:42:04.785 --> 00:42:06.405 and maybe even more fulfilled at work 984 00:42:06.745 --> 00:42:09.165 by helping them connect to things that matter to them. 985 00:42:09.545 --> 00:42:11.405 So check your own intention first. 986 00:42:11.455 --> 00:42:13.925 Maybe practice some of that vulnerability as Brittany said, 987 00:42:14.225 --> 00:42:17.605 and then recognize that it, it might be an exercise 988 00:42:17.605 --> 00:42:18.805 that will take the, 989 00:42:18.805 --> 00:42:20.365 you're probably gonna have different responses 990 00:42:20.365 --> 00:42:21.645 for different people and you might have 991 00:42:21.645 --> 00:42:23.045 to ease into it if you're a culture 992 00:42:23.075 --> 00:42:24.805 that hasn't done these things before. 993 00:42:26.145 --> 00:42:28.845 [Brittany] And the other thing I, so this is, uh, going back 994 00:42:28.845 --> 00:42:31.245 to the very original question where it was like, 995 00:42:31.345 --> 00:42:32.725 how often do you do this? 996 00:42:32.835 --> 00:42:35.445 Like at what, you know, how much do you bring this in? 997 00:42:35.505 --> 00:42:38.605 So I'll give you just very tactically from sample 998 00:42:38.665 --> 00:42:40.285 of one Brittany's own experience. 999 00:42:40.505 --> 00:42:45.045 Um, so I'm a nut about values and I use it either at work or, 1000 00:42:45.345 --> 00:42:46.965 and at home with my own family. 1001 00:42:47.265 --> 00:42:50.765 And I would say I'm highly intentional about it once a year. 1002 00:42:50.945 --> 00:42:52.965 And what I mean by that is, you know, 1003 00:42:52.965 --> 00:42:55.085 one thing we didn't talk about 'cause we don't have time, is 1004 00:42:55.085 --> 00:42:56.965 that we wanna allow our values to change. 1005 00:42:56.965 --> 00:42:59.565 They're like a compass. So we wanna, if you use a compass, 1006 00:42:59.705 --> 00:43:00.845 you don't wanna grip it tightly. 1007 00:43:00.845 --> 00:43:03.525 You wanna allow yourself to experience and change, 1008 00:43:03.745 --> 00:43:06.525 and that's really natural for that ha to happen. 1009 00:43:06.705 --> 00:43:10.565 And so, um, with my family, um, I sit down 1010 00:43:10.745 --> 00:43:12.845 and we, we we're privileged enough right now 1011 00:43:12.845 --> 00:43:13.925 where we're able to get away 1012 00:43:14.145 --> 00:43:16.565 and we have a values weekend where we sit down 1013 00:43:16.625 --> 00:43:18.125 and we redo the value sort, 1014 00:43:18.145 --> 00:43:19.885 and we talk about like, you know, 1015 00:43:19.885 --> 00:43:23.165 where our resources going right now, where are our time, 1016 00:43:23.165 --> 00:43:25.125 where our resources, like, 1017 00:43:25.195 --> 00:43:27.365 does this value still make sense for us? 1018 00:43:27.475 --> 00:43:29.965 Like what are the things that we're doing, you know, 1019 00:43:29.985 --> 00:43:32.365 to pursue these values and are we off base? 1020 00:43:32.505 --> 00:43:33.725 So I'm a nut about that. 1021 00:43:34.105 --> 00:43:36.045 Uh, and I recommend doing it once a year 1022 00:43:36.045 --> 00:43:38.405 because it's sort of this baseline, you know, 1023 00:43:38.805 --> 00:43:41.285 planning session where you can figure out like, hey, I, 1024 00:43:41.365 --> 00:43:44.285 I need to, to redirect some of the things that I'm doing. 1025 00:43:44.785 --> 00:43:47.605 Um, and similar at work, like my situation right now, 1026 00:43:47.605 --> 00:43:49.765 I'm a professor, I have a couple students that I'm working 1027 00:43:49.765 --> 00:43:52.245 with, but I'm not working with a team. 1028 00:43:52.625 --> 00:43:55.045 So I'm a little more of an individual contributor. 1029 00:43:55.545 --> 00:43:57.125 And so one of the things I make a point 1030 00:43:57.125 --> 00:43:58.405 to do every single year, 1031 00:43:58.405 --> 00:44:01.365 because it's important to me, is I write down, 1032 00:44:01.645 --> 00:44:04.485 I look at my sort of our performance management system 1033 00:44:04.585 --> 00:44:06.765 and it, and, and I sort of look at everything 1034 00:44:06.765 --> 00:44:10.885 that's on my plate at work and I do my own values mapping. 1035 00:44:11.115 --> 00:44:13.485 Like how am I doing relative to the things 1036 00:44:13.485 --> 00:44:15.325 that I espouse that I care most about? 1037 00:44:15.545 --> 00:44:17.725 And I sit down with our department chair and I, 1038 00:44:18.185 --> 00:44:20.765 and I look at what I have planned for the year, 1039 00:44:20.945 --> 00:44:22.845 and I make sure that like, you know, 1040 00:44:22.985 --> 00:44:24.885 is this hitting the things that I care about? 1041 00:44:24.985 --> 00:44:27.965 And is this hitting the things that are gonna be important 1042 00:44:27.985 --> 00:44:29.085 to my organization? 1043 00:44:29.185 --> 00:44:30.645 And how can we get better alignment? 1044 00:44:30.825 --> 00:44:34.325 So if you wanna be, uh, really nutty about it, uh, 1045 00:44:34.325 --> 00:44:36.765 which I recommend, and again, I recommend it 1046 00:44:36.765 --> 00:44:38.205 because you wanna keep it fresh 1047 00:44:38.665 --> 00:44:41.205 and you need to keep things, uh, you, you need 1048 00:44:41.205 --> 00:44:43.125 to communicate that you care about these things. 1049 00:44:43.125 --> 00:44:45.525 So if you're gonna implement it with your team, um, 1050 00:44:45.905 --> 00:44:49.845 you know, try to incorporate it every year, um, or you know, 1051 00:44:49.845 --> 00:44:52.085 and ideally throughout the year, whether it's like 1052 00:44:52.945 --> 00:44:54.645 in your performance management system 1053 00:44:54.645 --> 00:44:55.805 where you've got your values 1054 00:44:55.865 --> 00:44:57.125 and you get to write about them, 1055 00:44:57.225 --> 00:44:59.405 or you can give spot awards for your values 1056 00:44:59.585 --> 00:45:03.325 or you can, you know, give, give some sort of, uh, some sort 1057 00:45:03.325 --> 00:45:07.045 of a reward or something to help recognize like, hey, 1058 00:45:07.045 --> 00:45:08.365 these things are important to us 1059 00:45:08.385 --> 00:45:10.365 and I see you doing them even if they're not, 1060 00:45:10.515 --> 00:45:12.885 even if I can't fully tie, you know, 1061 00:45:13.075 --> 00:45:14.605 this thing to your pay. So. 1062 00:45:15.145 --> 00:45:17.445 Anyway. [Ray] I just, just to, just 1063 00:45:17.465 --> 00:45:20.325 to add one little [Brittany] please [Ray] other story to that. 1064 00:45:20.395 --> 00:45:22.525 [Brittany] It's an important question. [Ray] I think Brittany talked 1065 00:45:22.525 --> 00:45:25.125 about it as a very macro, like, hey, this is what I do 1066 00:45:25.125 --> 00:45:26.965 for planning for the year, and I revisit it 1067 00:45:26.965 --> 00:45:28.045 and I go deep, et cetera. 1068 00:45:28.325 --> 00:45:30.725 I think there's always also very tactical ways 1069 00:45:30.875 --> 00:45:33.645 that you can keep it activated on a daily basis. 1070 00:45:33.785 --> 00:45:36.405 One of my favorite stories, [Brittany] yes [Ray] a former colleague of mine, 1071 00:45:36.785 --> 00:45:39.805 um, I like really big whiteboards 'cause I like to dream 1072 00:45:39.805 --> 00:45:40.885 and draw with markers and 1073 00:45:41.005 --> 00:45:42.045 a lot of it doesn't make any sense. 1074 00:45:42.425 --> 00:45:45.325 And I, I was in his office one day, and I looked by the door 1075 00:45:45.325 --> 00:45:48.725 and there was an extremely small whiteboard, like eight, 1076 00:45:48.725 --> 00:45:51.405 eight by ten, some, some small, and I kinda laughed. 1077 00:45:51.545 --> 00:45:53.005 I'm like, I don't know what you do on that, 1078 00:45:53.065 --> 00:45:54.325 but it doesn't look like you 1079 00:45:54.325 --> 00:45:55.405 could do a little brainstorming. 1080 00:45:55.405 --> 00:45:58.005 And he pushed back and he said, I write down a value 1081 00:45:58.005 --> 00:45:59.045 that I want to practice 1082 00:45:59.045 --> 00:46:00.885 that day based upon the meetings that I have. 1083 00:46:00.885 --> 00:46:02.405 And every time I leave my office, 1084 00:46:02.915 --> 00:46:04.645 that value is fresh in my mind. 1085 00:46:04.705 --> 00:46:06.565 And I kind of sat there stunned 1086 00:46:06.565 --> 00:46:08.685 and silent, like often happens to be, 1087 00:46:08.685 --> 00:46:10.085 and I'm like, touché pussycat. 1088 00:46:10.085 --> 00:46:11.365 That was a wonderful response [Brittany] Haha 1089 00:46:11.365 --> 00:46:14.925 [Ray] because that was actually something that, um, 1090 00:46:15.265 --> 00:46:18.405 was a very clear way for him to keep it conscious 1091 00:46:18.405 --> 00:46:19.885 to say, I have a value. 1092 00:46:19.905 --> 00:46:22.725 He had a, a big value of celebrating wins, right? 1093 00:46:22.825 --> 00:46:24.885 So, so claim victory, celebrate victory, he thought 1094 00:46:24.885 --> 00:46:26.325 that was important for his team. 1095 00:46:26.345 --> 00:46:28.805 And he would write that one off up there often once a week 1096 00:46:28.825 --> 00:46:30.445 to just remind himself, hey, 1097 00:46:30.455 --> 00:46:33.805 let's celebrate the small victories we have so he could, 1098 00:46:33.945 --> 00:46:35.525 he could bring it to life for people. 1099 00:46:35.525 --> 00:46:37.445 And he was very open about his values with his team. 1100 00:46:37.505 --> 00:46:40.245 So I just thought that was a wonderful, simple tactic 1101 00:46:40.245 --> 00:46:42.925 that cost him whatever, five bucks at Staples. 1102 00:46:43.105 --> 00:46:45.125 And it, it was a, a way that it worked 1103 00:46:45.125 --> 00:46:46.245 for him to activate them. 1104 00:46:46.395 --> 00:46:48.925 [Brittany] Yeah. Yeah. And I would say doing that in times 1105 00:46:48.945 --> 00:46:50.845 of stress, much more important. 1106 00:46:51.025 --> 00:46:53.005 So when things are good, it's, it's great. 1107 00:46:53.155 --> 00:46:55.405 It's when you start to be stressed that, you know, 1108 00:46:55.625 --> 00:46:58.245 really like honing in on those values can help, 1109 00:46:58.395 --> 00:47:00.005 just help bring you back. So. 1110 00:47:00.025 --> 00:47:01.025 [Ray] Yep. 1111 00:47:01.905 --> 00:47:04.615 [Kim] Great. Great. Okay, one final question, 1112 00:47:04.715 --> 00:47:06.895 and it's up to you who wants to answer and how to answer, 1113 00:47:06.995 --> 00:47:08.975 but, um, I think this is an important question. 1114 00:47:09.205 --> 00:47:10.695 What are your thoughts on how to deal 1115 00:47:10.695 --> 00:47:14.895 with a situation in which externally imposed, mandated values 1116 00:47:15.795 --> 00:47:18.415 are in direct contradiction to the values 1117 00:47:18.525 --> 00:47:20.815 that are currently defined through an organization? 1118 00:47:21.805 --> 00:47:23.735 What, do you guys have any thoughts on that? 1119 00:47:23.855 --> 00:47:25.655 I know that's a loaded question, 1120 00:47:25.755 --> 00:47:27.095 but I, [Brittany] Haha [Kim] I think it's important. 1121 00:47:28.365 --> 00:47:31.765 [Ray] Yeah. That, that is, that is a, a fairly loaded question. 1122 00:47:32.065 --> 00:47:33.725 Um, I, 1123 00:47:34.145 --> 00:47:37.325 so one is just acknowledging it's a really hard spot to be in, right? 1124 00:47:37.745 --> 00:47:40.525 And I think at a certain point, it, it to 1125 00:47:40.525 --> 00:47:42.965 what Brittany just ended with, in times of stress 1126 00:47:43.065 --> 00:47:44.365 or in times of crisis 1127 00:47:44.505 --> 00:47:48.045 or in times of conflict, um, each of us as individuals have 1128 00:47:48.045 --> 00:47:51.725 to decide how do we want to deal with, um, 1129 00:47:51.915 --> 00:47:54.445 what might be a values violation, right? 1130 00:47:54.585 --> 00:47:57.205 Or something like that. Um, I have coached a number 1131 00:47:57.205 --> 00:47:59.605 of people and I have also had the personal experience 1132 00:47:59.605 --> 00:48:01.605 of I've left an organization 1133 00:48:02.945 --> 00:48:07.815 based upon a values violation that I felt was so kind of 1134 00:48:08.775 --> 00:48:10.975 powerful for me that it caused me to rethink 1135 00:48:10.975 --> 00:48:13.135 where I was in my career and, 1136 00:48:13.195 --> 00:48:16.055 and challenge myself to say I probably should be in a place 1137 00:48:16.085 --> 00:48:18.495 that was, uh, differently aligned. 1138 00:48:18.635 --> 00:48:21.335 And, and I think, you know, is 1139 00:48:21.335 --> 00:48:23.095 that the right decision for everyone? 1140 00:48:23.515 --> 00:48:25.695 No, it's not necessarily the right decision, 1141 00:48:25.795 --> 00:48:28.655 but I think having that conversation with yourself to say, 1142 00:48:29.195 --> 00:48:31.455 how do I want to stand up for 1143 00:48:31.765 --> 00:48:33.655 what I believe in relative to my values? 1144 00:48:33.715 --> 00:48:36.855 And how important is this relative to 1145 00:48:36.855 --> 00:48:38.055 what I'm facing right now? 1146 00:48:38.475 --> 00:48:40.535 Um, one of my favorite articles, 1147 00:48:40.535 --> 00:48:43.895 it was actually a speech, ever is, uh, a speech 1148 00:48:43.895 --> 00:48:46.055 that William Dershowitz outta Yale gave to the class 1149 00:48:46.055 --> 00:48:47.135 of West Point in 2010. 1150 00:48:47.135 --> 00:48:48.735 It's called Solitude and Leadership. 1151 00:48:49.035 --> 00:48:51.055 And you can Google the Solitude and Leadership 1152 00:48:51.055 --> 00:48:53.015 and you can bring this article up and it's fairly deep 1153 00:48:53.015 --> 00:48:55.695 and fairly long, and it's a, it's a challenging read, 1154 00:48:55.715 --> 00:48:58.135 but it talks about this very issue, whereas 1155 00:48:58.395 --> 00:49:01.775 how do leaders really consider what they stand for and, 1156 00:49:01.775 --> 00:49:03.815 and what does that process of reflection 1157 00:49:03.815 --> 00:49:06.975 and solitude do for a leader to say, how am I going 1158 00:49:06.975 --> 00:49:10.655 to handle this type of thing when I'm faced 1159 00:49:10.655 --> 00:49:11.695 with this situation, 1160 00:49:11.715 --> 00:49:14.055 and can I be honest with myself to say, 1161 00:49:14.345 --> 00:49:16.055 these are the things I might stand up for 1162 00:49:16.055 --> 00:49:18.855 and these are the things that maybe I don't know my values 1163 00:49:18.915 --> 00:49:20.455 and I have to clarify them a bit. 1164 00:49:20.515 --> 00:49:23.415 And I just think it's a wonderful, reflective lead, uh, 1165 00:49:23.515 --> 00:49:25.375 for when you face challenging situations. 1166 00:49:25.395 --> 00:49:27.375 But I would just acknowledge that type 1167 00:49:27.375 --> 00:49:28.495 of situation is tough. 1168 00:49:28.995 --> 00:49:32.135 Um, if anyone tells you there's a magic bullet to work 1169 00:49:32.135 --> 00:49:35.295 through that, there's not that I know of. Uh, 1170 00:49:35.355 --> 00:49:38.135 but it probably requires quite a bit of reflection and, 1171 00:49:38.395 --> 00:49:41.575 and processing and then maybe even some tough decisions for 1172 00:49:41.915 --> 00:49:43.695 how you'd like to handle that relative 1173 00:49:43.695 --> 00:49:45.895 to your own choice of how to deal with it. 1174 00:49:46.555 --> 00:49:49.965 [Brittany] Yeah, pretty much all that. Um, a hundred percent. 1175 00:49:50.185 --> 00:49:53.005 And just knowing that I, I don't know your situation, 1176 00:49:53.005 --> 00:49:55.645 and I think Ray used these words, coaching 1177 00:49:55.705 --> 00:49:58.005 and other things, like, I would just say when I've been in 1178 00:49:58.005 --> 00:50:00.725 situations where the ex- external environment is such 1179 00:50:00.725 --> 00:50:03.245 that it's impossible for me to pursue the things 1180 00:50:03.245 --> 00:50:04.765 that I care about, um, 1181 00:50:05.105 --> 00:50:09.285 and yet I can't leave, uh, I have to find creative ways to, 1182 00:50:09.745 --> 00:50:11.925 you know, find spots and, um, 1183 00:50:11.985 --> 00:50:13.245 and getting, getting that support, 1184 00:50:13.245 --> 00:50:14.405 whether it's like community 1185 00:50:14.465 --> 00:50:16.885 or, you know, we led with the evidence base, 1186 00:50:16.955 --> 00:50:18.845 like this specific situation, 1187 00:50:18.875 --> 00:50:20.925 like we wanna give you the magical answer, 1188 00:50:21.105 --> 00:50:24.445 but like, it's, it's, it's, yeah, man, get that, 1189 00:50:24.545 --> 00:50:27.445 get support, uh, to, to figure out how to navigate that. 1190 00:50:27.785 --> 00:50:28.785 Um, 1191 00:50:30.855 --> 00:50:31.855 [Kim] Great. Wonderful. 1192 00:50:31.855 --> 00:50:34.205 Thank you guys so much. Alright. 1193 00:50:34.625 --> 00:50:35.645 Um, so Ray 1194 00:50:35.645 --> 00:50:38.885 and Brittany, I think the next, just to close it, I think, 1195 00:50:38.905 --> 00:50:41.125 you know, if you guys wanna quickly share a little bit 1196 00:50:41.125 --> 00:50:45.045 of information about our upcoming course on July 15 and 16, 1197 00:50:45.145 --> 00:50:48.645 for anyone you know who enjoyed this session 1198 00:50:48.745 --> 00:50:51.165 and would love to take it back to their organization 1199 00:50:51.385 --> 00:50:54.805 or, you know, sign up themselves, register their team, 1200 00:50:54.875 --> 00:50:57.165 take a look, um, at this program here. 1201 00:50:57.505 --> 00:50:59.365 We have the QR code on this slide as well. 1202 00:50:59.585 --> 00:51:01.365 Ray and Brittany, I'll let you share a little bit about 1203 00:51:01.365 --> 00:51:03.485 the curriculum, if you don't mind. [Ray] Sure. 1204 00:51:03.765 --> 00:51:07.565 I, I think, um, logistically, as Kim said, this is, uh, 1205 00:51:07.625 --> 00:51:11.165 two, two days in person, uh, in July, July 15th 1206 00:51:11.165 --> 00:51:12.685 and 16th in Indianapolis. 1207 00:51:12.785 --> 00:51:15.005 And so all the information, downtown Indianapolis, 1208 00:51:15.005 --> 00:51:17.725 all the information is, um, on the QR code. 1209 00:51:17.745 --> 00:51:20.365 And, and Brittany and I are, uh, gonna cover a lot 1210 00:51:20.365 --> 00:51:23.125 of terrain including, uh, a blowout 1211 00:51:23.125 --> 00:51:24.165 of what we've talked about today. 1212 00:51:24.165 --> 00:51:26.045 Like how do values relate to leadership 1213 00:51:26.065 --> 00:51:27.325 and how do these relate to behavioral 1214 00:51:27.325 --> 00:51:28.965 competencies associated with leaders? 1215 00:51:29.385 --> 00:51:31.685 Um, how do we think about leadership related 1216 00:51:31.785 --> 00:51:33.245 to not only ourself, 1217 00:51:33.305 --> 00:51:36.605 but also how as we think about teams is either a peer within 1218 00:51:36.605 --> 00:51:38.285 that team or a leadership structure, 1219 00:51:38.625 --> 00:51:41.485 and then how all of this may actually influence, um, 1220 00:51:41.505 --> 00:51:44.365 how we show up and make decisions and, 1221 00:51:44.425 --> 00:51:45.685 and think about various things. 1222 00:51:45.685 --> 00:51:49.725 So we have a, a, a wide array of leadership concepts 1223 00:51:49.725 --> 00:51:53.085 that we'll talk about, but also allow enough space for the, 1224 00:51:53.425 --> 00:51:55.845 the, the class to really help us understand 1225 00:51:55.845 --> 00:51:56.925 where do they want to talk and 1226 00:51:56.975 --> 00:51:58.325 where can we take the discussion. 1227 00:51:58.465 --> 00:52:02.245 We, we've geared, we've geared this a little bit for, uh, 1228 00:52:02.565 --> 00:52:03.565 emerging leaders, right? 1229 00:52:03.565 --> 00:52:05.285 And so to have some of those conversations 1230 00:52:05.285 --> 00:52:07.085 for people stepping up into leadership roles, 1231 00:52:07.585 --> 00:52:09.285 so supervisors, team leads, 1232 00:52:09.285 --> 00:52:10.845 especially those early in their career, 1233 00:52:11.325 --> 00:52:13.085 recently promoted managers, right? 1234 00:52:13.145 --> 00:52:15.765 Anyone who wants to look at like, hey, what do I need 1235 00:52:15.765 --> 00:52:18.165 to think about as I step into this shift? 1236 00:52:18.265 --> 00:52:19.965 And how might that shift influence me? 1237 00:52:20.265 --> 00:52:22.085 So, uh, look forward to running that session. 1238 00:52:22.325 --> 00:52:25.885 I think, um, we generally really enjoy working together and, 1239 00:52:25.905 --> 00:52:27.365 and being able to co-teach. 1240 00:52:27.425 --> 00:52:30.285 So, uh, I get more motivated to bring my best self 1241 00:52:30.285 --> 00:52:31.925 to the classroom when Brittany's there with me. 1242 00:52:31.945 --> 00:52:34.205 So I'm, it's always something I'll, I'll look forward 1243 00:52:34.205 --> 00:52:35.365 to. [Brittany] Yeah, 1244 00:52:35.895 --> 00:52:36.895 it's gonna be a lot of fun. 1245 00:52:37.445 --> 00:52:38.695 Hope to see you all in Indy. 1246 00:52:40.115 --> 00:52:43.095 [Ray] So, Kim, I, do you wanna go to the next slide 1247 00:52:43.095 --> 00:52:44.655 or was there any specific question 1248 00:52:44.655 --> 00:52:46.095 that you had, you wanted to talk about? 1249 00:52:46.095 --> 00:52:47.215 [Kim] Um, yeah, we can wrap it up. 1250 00:52:47.215 --> 00:52:48.415 We can move to the, the next slide. 1251 00:52:48.535 --> 00:52:50.055 I think we covered most of the questions. 1252 00:52:50.165 --> 00:52:52.695 I'll just say if, if we didn't get your specific question, 1253 00:52:53.315 --> 00:52:56.935 um, I'm gonna share our Kelley professional development 1254 00:52:57.515 --> 00:53:00.415 and executive ed. email address at the end, as well 1255 00:53:00.415 --> 00:53:01.655 as my contact information. 1256 00:53:02.125 --> 00:53:04.855 Feel free to reach out to us for any questions. 1257 00:53:04.905 --> 00:53:06.335 We're happy to help you in any way. 1258 00:53:06.675 --> 00:53:08.895 Um, but just to give you a brief overview, 1259 00:53:09.195 --> 00:53:11.935 if you aren't familiar with Kelley Executive Education, 1260 00:53:12.385 --> 00:53:14.815 we're housed in the IU Kelley School of Business. 1261 00:53:14.915 --> 00:53:17.495 We offer professional development short courses, 1262 00:53:17.805 --> 00:53:21.535 digital badges, certificates, custom training, 1263 00:53:22.095 --> 00:53:24.815 graduate certificates, online MS degrees, 1264 00:53:25.225 --> 00:53:28.125 custom corporate MBAs, and executive coaching. 1265 00:53:28.225 --> 00:53:30.765 So a lot of resources available to you. 1266 00:53:31.465 --> 00:53:35.445 Um, and just to close it out quickly, um, you know, 1267 00:53:35.445 --> 00:53:37.405 and in relation to the, to what you heard today, 1268 00:53:37.405 --> 00:53:40.645 we're actually gonna be launching our first two-day in 1269 00:53:40.725 --> 00:53:44.485 Indianapolis, um, program, July 15 and 16. 1270 00:53:44.755 --> 00:53:45.925 It's called Emerging Leaders. 1271 00:53:46.515 --> 00:53:49.445 It's gonna be from 9 a.m. to 4 p.m Eastern time, 1272 00:53:49.745 --> 00:53:52.645 in person with Ray Luther and Brittany Lambert. 1273 00:53:53.145 --> 00:53:56.325 And the location is 16 Tech Innovation District. 1274 00:53:56.905 --> 00:53:59.245 Um, just so you know, it's a little bit just outside 1275 00:53:59.265 --> 00:54:01.245 of the main downtown area, 1276 00:54:01.345 --> 00:54:03.165 so it's pretty convenient for everyone. 1277 00:54:03.315 --> 00:54:05.685 There's, um, really convenient onsite 1278 00:54:05.685 --> 00:54:07.125 parking in a parking garage. 1279 00:54:07.255 --> 00:54:09.165 We'll be, um, making sure everyone, 1280 00:54:09.465 --> 00:54:10.925 we have lunch available for everybody. 1281 00:54:11.425 --> 00:54:13.925 Um, so well taken care of and it should be a great session. 1282 00:54:14.465 --> 00:54:16.485 And just to thank you for joining us today, 1283 00:54:16.495 --> 00:54:18.925 we're gonna offer 200 off, um, 1284 00:54:18.955 --> 00:54:22.845 each individual registration using code EL200. 1285 00:54:23.865 --> 00:54:25.845 So feel free to take advantage of that. 1286 00:54:26.305 --> 00:54:29.565 And again, the QR code is here on the slide so you can scan 1287 00:54:29.565 --> 00:54:31.445 that and get a little bit more information. 1288 00:54:32.025 --> 00:54:34.845 Um, I'm gonna add, uh, our contact information to the chat. 1289 00:54:34.905 --> 00:54:36.125 So again, if you have any questions, 1290 00:54:36.715 --> 00:54:38.125 feel free to reach out to me. 1291 00:54:38.385 --> 00:54:39.725 Um, happy to help in any way. 1292 00:54:40.305 --> 00:54:43.005 So, um, just to close, thank you all for en- enjoy, uh, 1293 00:54:43.005 --> 00:54:44.005 attending the session today. 1294 00:54:44.005 --> 00:54:45.485 We really appreciate you being here. 1295 00:54:45.815 --> 00:54:48.045 Thank you Ray and Brittany for joining us as well 1296 00:54:48.105 --> 00:54:49.365 and sharing your expertise. 1297 00:54:49.475 --> 00:54:51.445 It's always a pleasure to talk with you guys. 1298 00:54:52.145 --> 00:54:53.285 So, um, thank you all. 1299 00:54:53.985 --> 00:54:55.485 [Ray] Thanks everyone. Have a wonderful day. 1300 00:54:56.235 --> 00:54:58.205 [Kim] Have a great day. Thank you. [Ray] Go 1301 00:54:58.205 --> 00:54:59.205 Hoosiers. [Brittany] Go 1302 00:54:59.205 --> 00:55:00.285 Hoosiers. Woo-hoo.