Podcasts about gameday hr

HR: Human Revolution (featuring Katrina Ghazarian)Putting the human back in human resourcesGUEST BIO:Katrina Ghazarian is a dynamic CEO of Gameday HR, known for her innovative approach to human resources and workplace culture. With a background that spans from banking to HR, she brings a unique blend of practical experience and insightful leadership to her role. Katrina is recognized as one of the top HR consultants in the nation, driven by her deep passion for people and commitment to employee success. Katrina advocates for proactive change in corporate America, focusing on holistic development and the power of a positive and inclusive workplace environment.LinksLinkedInInstagramCORE TOPICS + DETAILS:[0:30] - Insecurity: From College to the Job HuntFlipping the script on the employer-applicant relationshipMike McFall opens the conversation by discussing his recent interaction with college students. He observes their insecurity regarding employment, noting their perception of employers as all-knowing entities. Mike remarks, "They're so insecure about the process... like the employer is this all-knowing czar." The truth, he says, is much different — employers are often trying to figure things out as they go, and in new employees they're looking for a partner to help them do it.[23:55] - There Is No “Traditional” WorkweekLonger hours don't add up to better performanceMike and the gang question the conventional 40-60 hour workweek in corporate America, proposing that optimal performance doesn't necessarily correlate with longer hours. He challenges the notion of hard work equating to actual output. We tend to assume that the people who work the hardest make the most impact, but this isn't always the case.[33:10] - Flexibility, Autonomy, and JoyHow work life has changed in the last decadeThe team highlights how the evolution of workplace flexibility, particularly the shift towards hybrid work environments, has made the professional world much more human-friendly. Katrina emphasizes the importance of adapting to modern work demands, and how the last ten years has seen a monumental shift in flexibility of schedules and the physical places people can work and work from — though there's still a long way to go.[42:12] - HR as Human Growth AdvocatePutting the “human” back in “human resources”Katrina discusses the significance of HR in facilitating not just professional but personal growth of employees. She shares her belief that love in leadership means “accepting everyone for who they are as they are now,” combining this acceptance with the ambition to be a true resource for spiritual growth for every individual at your organization.[1:00:57] - Busting Stereotypes in HR and BusinessHow Katrina is helping change the game in HRKatrina challenges the traditional perceptions and stereotypes in HR and business, particularly regarding women in leadership roles. She advocates for a more inclusive and understanding approach, saying: "You have to be a good person, which means you have got to do a lot of your inner work." This flies in the face of the profits-first, people-second approach of many companiesRESOURCES:[11:24] Gameday HR[59:52] Loving What Is, by Byron Katie[1:00:57] Women Who Run with the Wolves, by Clarissa Pinkola Estés[1:02:06] Letting Go, by David R. HawkinsFollow Katrina Ghazarian:LinkedInInstagramFollow Laura Eich:LinkedInFacebookInstagramFollow Mike McFall:WebsiteLinkedInFacebookXInstagramFollow BIGGBY® COFFEE & LifeLabTM:WebsiteFacebookXInstagramLinkedInAbout LifeLabTMABOUT LOVE IN LEADERSHIP:At the Life You Love LaboratoryTM and BIGGBY® COFFEE, we're out to prove that financial success and healthy workplace culture aren't two separate goals. BIGGBY® COFFEE's own cultural transformation is proof that not only is it possible to have a successful company where people aren't miserable at work, but that the happier your people are, the more your business will grow. Each week, join host Laura Eich, Chief Purpose Officer at BIGGBY® COFFEE, and her co-host and BIGGBY® COFFEE co-CEO Mike McFall as they're joined by guests from around the world to learn how they are fostering a culture of love and growth in the world's most innovative and people-centric companies. Get inspired. Get real. Get ready to transform workplace culture in America with us. This is the Love in Leadership podcast.Learn more at: loveinleadershippodcast.comABOUT THE HOSTS:Mike McFall began his journey with BIGGBY® COFFEE as a minimum-wage barista at the original store in East Lansing in 1996. Over the span of 23 years, alongside business partner Bob Fish, he has helped create one of the great specialty coffee brands in America. Today Mike is co-CEO with Bob, and BIGGBY® COFFEE has over 250 stores open throughout the Midwest that sell tens of thousands of cups of coffee each day. But more importantly to Mike and BIGGBY® COFFEE, the company is a profoundly people-first organization.Mike is also the author of Grind, a book which focuses on early stage businesses and how to establish positive cash flow.Laura Eich is BIGGBY® COFFEE's Chief People Officer, having worked in a variety of roles at BIGGBY® COFFEE for the last 11+ years. She helped launch BOOST, the department at BIGGBY® COFFEE which ultimately became LifeLabTM — BIGGBY® COFFEE's inhouse culture cultivation team designed to help people be the best versions of themselves and help companies support them along the way. In her role, Laura helps people build lives that they love through the process of building profitable businesses and robust, growth-filled careers. PRODUCED BY DETROIT PODCAST STUDIOS:In Detroit, history was made when Barry Gordy opened Motown Records back in 1960. More than just discovering great talent, Gordy built a systematic approach to launching superstars. His rigorous processes, technology, and development methods were the secret sauce behind legendary acts such as The Supremes, Stevie Wonder, Marvin Gaye, Diana Ross and Michael Jackson.As a nod to the past, Detroit Podcast Studios leverages modern versions of Motown's processes to launch today's most compelling podcasts. What Motown was to musical artists, Detroit Podcast Studios is to podcast artists today. With over 75 combined years of experience in content development, audio production, music scoring, storytelling, and digital marketing, Detroit Podcast Studios provides full-service development, training, and production capabilities to take podcasts from messy ideas to finely tuned hits. Here's to making (podcast) history together.Learn more at: DetroitPodcastStudios.com

Today on the show we're replaying our episode with CEO & Founder of Gameday HR, Katrina Ghazarian. Katrina left her corporate job and started Gameday HR in 2018 to help organizations create happier workplaces.  The Los Angeles-based company specializes in chief-level strategies for small and mid-sized businesses and has grown to over fifty corporate clients including Alliance Bernstein. Ghazarian has raised $200,000 in funding to date. Today Jayson and Katrina talk about where Katrina gets her confidence from, and how she uses that in her pursuit for a better HR experience for every company, how HR drastically affects the company's culture, and the difference between being an asshole and just telling the truth. Highlights: Gaining confidence as a young woman Not sugarcoating the truth, truth is love What to do with people who can't handle the truth Why there is a negative connotation around HR Katrina's 80/20 rule vs Jayson's 80/20 rule How social media affects HR Strengthening the middle class And so much more… GET A COPY OF OWN YOUR POWER - AN AMAZON'S NUMBER 1 BOOK RELEASE! Immerse yourself with 8 key life-changing principles, worksheets to create your own map, and how to reach another level of your game!  It's all Real Life Stories! It's You vs You! Warning: This book is not suitable for pessimists, excuse-makers, and haters! SPONSORS: Shopify - Sign up for a free trial at shopify.com/trueunderdog The Jordan Harbinger Show - Check out jordanharbinger.com/start for some episode recommendations Social‌ ‌Media:‌ Check out Jayson's website: https://www.jaysonwaller.com/ ‌ Follow True Underdog and Jayson Waller on your favorite social media channels and digital podcast platforms: https://linktr.ee/trueunderdog True Underdog is a Top 3 Entrepreneurship podcast on Apple hosted by Jayson Waller, and his high-profile guests share motivational tips, inspiring stories, and business-building lessons to help each listener grow in their entrepreneurial journey. Reach‌ ‌out‌ ‌to‌ ‌Jayson‌ ‌directly‌ ‌at:‌ ‌ Jayson@trueunderdog.com‌ Learn more about your ad choices. Visit podcastchoices.com/adchoices

What does company culture actually mean, why do you need it, and how do you create it? Whether you're making your first hires, running a small SEAL team, or managing a mega organization, culture may be the single most important aspect of a healthy business.   To get to the bottom of what creates a winning culture, I turned to award-winning Human Resources advisor and CEO of Gameday HR, Katrina Ghazarian. Katrina and I sat down to discuss everything from compliance to acquisition and retention, developing your value system, and just about everything else it takes to build a great workplace.   If you're interested in not just growing your business (no matter what business you're in!) but doing it in a way that's best for everyone in the long-run, this is a “must-watch” episode.   And after you watch, you're going want to learn more at gamedayhr.com  

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Katrina Ghazarian is the CEO of Gameday HR and a former basketball official. She is also the host of a new podcast called Values & Vino. Katrina shares how basketball officiating prepared her in some ways for her new passion of Creating Cultures That Win. Some other topics include the influence of social media and recent changes within the work force. --- Send in a voice message: https://anchor.fm/15mph/message Support this podcast: https://anchor.fm/15mph/support

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In this Buildisode, How to HR Like a Badass, Aaron and Ryan welcome Katrina Ghazarian, CEO of Gameday HR and host of the wildly popular HR Sucks podcast, to discuss all the burning (and often uncomfortable) topics threaded through the conversation around Human Resources. Katrina joins to express how companies of all sizes accidentally give HR a bad rap, struggle with it unnecessarily, and miss opportunities to capitalize on strengths to be truly great at it.

Founded by Social Entrepreneur and Public Speaker, Katrina Ghazarian, Gameday HR uses it's access to businesses to partner with local non-profit organizations to seek gainful employment opportunities for homeless, unemployed, and those experiencing unfortunate circumstances.*****SUSBCRIBE TO THE BRIAN COVEY SHOW*****www.briancovey.comGameday HR envisions a world where every person has an opportunity to feel valued and safe in their working environments. Through affordable HR subscription services and high-level consulting, we aim to evolve the workplace one business at a time. Connect with Evan: Website: https://gamedayhr.com/Instagram:https://www.instagram.com/katghazarian/LinkedIn: https://www.linkedin.com/in/katrina-ghazarian/Podcast: https://podcasts.apple.com/us/podcast/hr-sucks-podcast/id1497742971YouTube: https://www.youtube.com/channel/UCeCEFxNxsP5JvCSlwYGdH5AFacebook: https://www.facebook.com/profile.php?id=100013290943566

Katrina Ghazarian is the CEO of Gameday HR, a full services human resource agency where they do things differently to build a winning culture for their clients. Lead by cool people, Gameday HR is disrupting the HR industry, redefining HR's role in the success of fast moving startups, big investment equity funded companies and established…Continue reading ➞ Katrina Ghazarian, CEO and HR Disruptor, Changing the Way the World Thinks about HR – Episode 158The post Katrina Ghazarian, CEO and HR Disruptor, Changing the Way the World Thinks about HR – Episode 158 first appeared on Mike Malatesta.

Katrina Ghazarian is the CEO of Gameday HR, a full services human resource agency where they do things differently to build a winning culture for their clients. Lead by cool people, Gameday HR is disrupting the HR industry, redefining HR’s role in the success of fast moving startups, big investment equity funded companies and established…Continue reading ➞ Katrina Ghazarian, CEO and HR Disruptor, Changing the Way the World Thinks about HR – Episode 158

We are wrapping Season 1 with a powerful message and guest, Adam Michaels who is Founder and CEO of the PaaS company Enrollify. Leaving a 7 figures earning behind to start and self-fund a startup aimed to solve a huge disparity in the employee benefits market, Adam learned incredible and teachable lessons along the way. A person who believes in leading with love and building businesses that truly benefits people has been the foundation to Enrollify's young success. Listen to this story of self discovery and evolution from one of our favorites. Learn more about Enrollify: https://enrollify.io/Follow Enrollify on Instagram: https://www.instagram.com/enrollifyinc/If you'd like to learn more about Gameday HR, visit www.gamedayhr.comIf you'd like to connect with Katrina on Instagram: www.instagram.com/katghazarian

Brad Lea built LightSpeed VT into a multi-million dollar global tech company from scratch. As its founder and CEO, his vision led to LightSpeed VT becoming the world's leading interactive training system – a system that he's proud to share with others. In addition to being a CEO, Brad also hosts the top-rated podcast Dropping Bombs and is the author of The Real Deal. He's one of the funniest guys I know and it's apparent in this episode as we discuss the things you're probably not allowed to discuss.Follow Brad on Instagram: https://www.instagram.com/therealbradlea/Check out LightSpeed VT: https://www.lightspeedvt.com/hereforyouIf you'd like to learn more about Gameday HR, visit www.gamedayhr.comIf you'd like to connect with Katrina on Instagram: www.instagram.com/katghazarian

She's a TEDx speaker, accomplished author, and runs a company focused on shifting company culture by motivating the individual. Nada Lena Nasserdeen joins us for a conversation to tell us her story and what to do when you're not motivated. Connect with Nada on Instagram: https://www.instagram.com/nadalena_rise/Purchase Rise Up For You: https://www.nadalena.com/bookIf you'd like to learn more about Gameday HR, visit www.gamedayhr.comIf you'd like to connect with Katrina on Instagram: www.instagram.com/katghazarian

Listen to Chris meet with Katrina Ghazarian, AKA the HR Gangtsa! Hear her fascinating story about how she worked her way up from the bottom and is now the CEO of Gameday HR and the Host of HR Sucks podcast! Katrina has great insights into the realm of business and how to best navigate the HR world.

Stephanie Saunders knows how to turn an unsexy industry into an industry that made Forbes Top Social Media Influencers of 2020 list. With over 28,000 followers on LinkedIn, Stephanie made the conversation about property damage interesting. As host of the podcast show, S2 Show, CEO of S2 Marketing, and Founder of the Suskind Foundation - Stephanie is ready for more. Listen in to hear her story and strategies to becoming an influencer she can be of. Connect with Stephanie on LinkedIn: https://www.linkedin.com/in/ucs-stephaniesaunders/Listen to her podcast: https://thes2show.com/If you'd like to learn more about Gameday HR, visit www.gamedayhr.comIf you'd like to connect with Katrina on Instagram: www.instagram.com/katghazarian

Connect with Michael Moore and Bob WieremaThe Climb on LinkedIn: https://www.linkedin.com/company/the-climb-podcast/Bob Wierema: https://www.linkedin.com/in/robert-wierema/Michael Moore: https://www.linkedin.com/in/michaelpmoore/Connect with Katrina GhazarianGameday HR: https://gamedayhr.com/Katrina's Podcast: https://rss.com/podcasts/hrsucks/[00:00:00] Katrina Ghazarian: Look at 2020, how much time did everybody spend defending their labels, defending labels that they don't even firmly believe. Not everybody's all the way Democrat and not everybody's all the way Republican. One of the greatest examples I heard, I think it was Andy Frisella who said it on his podcast, but he talks about 9/11, and he was like, “do you think they cared if it was Republicans or Democrats, when they flew those planes into the World Trade Center? No, they were going after Americans”. No one else around the world cares about these labels that we here in the United States want to defend all the time. And so, that really sticks with me how people are so quick to carry these labels with them and they'll go to the ground dying, defending these labels, they'll end family relationships and friendships trying to defend these labels that aren't real, they're all lies. They're not real things, so I want to create content that really helps people navigate through that identity and showing them we're very complicated creatures, you know?We're complex. And even then, who we are now, we're not the same person in a year from now, we evolve. We change; who I was last year, pre-pandemic, I'm a completely different person now. Michael Moore: Today on The Climb, Bob and I are joined by Katrina Ghazarian, and you don't have to go too much further than her landing page on LinkedIn to understand that she does shit that matters. She is voted the funniest in fifth grade, Forbes' top social media influencer of 2020, a Gen Next member, CEO of Game Day HR, and so much more. Katrina, we're excited to have you today and welcome. Katrina Ghazarian: Thanks. [00:02:00] Gosh, I am such a bad ass. Bob Wierema: I was going to say, you sound pretty important.Katrina Ghazarian: You're not supposed to read the voted funniest in fifth grade part as my bio – that's just a joke that I have on LinkedIn!Michael Moore: Maybe let's start there. Your sense of humor developed early. Why were you so funny in fifth grade? Katrina Ghazarian: Well, chubby people have to be funny. You can't be chubby and lame, it's against the law. So, I learned at a very young age, if I was little huskier than the rest of the kids, I was going to have to at least make people laugh so they didn't call me fat girl names and it totally worked. Michael Moore: You know, I might've had a little experience in that too. Katrina Ghazarian: Were you chubby? Were you a chubby kid? Michael Moore: I'm still chubby, but I was funny, and I had a pretty good right hook too. So, if I couldn't make them laugh, then I got tired of it, it was go time.Katrina Ghazarian: Oh yeah, same here. I was definitely beating up like the boys. Michael Moore: Okay. So funny in fifth grade, give us the background, give us the “you”. Katrina Ghazarian: Why would fifth grade even have these superlatives? We're way too young to have something like that. But for some reason, our trendy – I don't know who she was – teacher decided to put these titles in there and there were others; ‘friendliest' and ‘best dressed', which sure as hell wasn't me. Most athletic, which wasn't really me either. And so, I weighed all the options and I thought ‘funniest' was the one I could actually go for.And so, I started lobbying all the kids to vote for me. And it worked. I ended up winning and they put a picture of me in the yearbook wearing a Santa hat, and I'm going like this  [00:04:00] in the picture, it's very flattering. So, I think I always enjoyed making people laugh. It was something that was very special to me.There were tons of other things that I did in class or outside of class to be very disruptive and get in trouble, but at the end of the day people were laughing at me and that's all I really cared for. You struggle with your identity a lot when you're a young adult and you're in your twenties, and you have all of these influences telling you who you're supposed to be and how you're supposed to act. I really entered the corporate world very quickly. I was 18. I got a job at Washington Mutual. So, I was in retail banking at a pretty young age, and I would say all the things that were on my mind and coming out of my mouth, and management would tell me, “you're can't say those things”.Bob Wierema: You can't talk like that.Katrina Ghazarian: I was like very perverted; someone said “balls” and I'd giggle. I was that person – the words like ‘percolate', how do you not laugh at that word? Or ‘moist', come on, come on. So, I think I started to go into a box at that point of trying to be what everyone said I was supposed to be. And so, I tried to be more proper and professional. And then I was just depressed trying to be something that I wasn't; I always felt ashamed because I would say something that I felt was like funny or was even the truth.And so, I ended up gaining a ton of weight because I was so depressed about how I was [00:06:00] supposed to act. I was out of school at that point, so I was 18 or 19 years old. I go to the doctor and I had been there a couple of months before and he was like, “do you know how much you weighed in the last time you were here?”And I said, “yeah, like 145lbs”, and he said, “do you know how much you weigh now?” And I'm like, “150lbs, 155lbs, and he was like, “you weigh 170lbs”. So, I had put on 25 pounds in a very short period of time and that was very unnatural for me. I worked out, I went to the gym throughout high school… And so I ended up getting back on track, and then it started to identify, why am I so unhappy?Why do I just want to lay around and eat? And it really started to come out that people were just telling me who I was supposed to be and I ultimately was not happy being that person. It also wasn't really getting me anywhere. And so, I was supposed to get a promotion and I didn't. And so, I realized, why am I being everything you're telling me to be and it's not really getting me anywhere? And that was the start of the rebellion I would say. I was in banking for quite some time. The financial crisis hit in 2008, and so half of the branches where I was working were closed down. I ended up doing an internship for the Detroit Pistons and couldn't find a job for 10 months, which is an extremely long period of time when you've been working since you were 14. And so, I started to find odd and end jobs here and there. Ultimately, I landed a recruiting job, and then I was also coaching high school girls' basketball. I think that really [00:08:00] activated a huge part of me that had been pushed down or hidden up until that point, that teaching side of me, the part where you have to get this group of people – and that in my case was teenage girls – to buy into my philosophy. And that was extremely difficult coming in as a new coach, and this was a very affluent private school. There were definitely some challenges on getting them to buy in. The first season that I was there they struggled to get people to try out, and so it's essentially, you kept everybody that tried out on the team. But the second season I had to make cuts, and we ended up winning the league championship that year. So, I knew I was onto something. I knew I had turned a part of me on that was getting people to listen and getting people to buy in. I think one of those things was that my insides were very similar to how I was externalizing things. And so, I wasn't the type of person that was going to tell you what to do and not do it myself. And I believe that's how I earned the respect of those teenage girls at that time.When they were running, I was running with them. It was actually my way of cheating – it was my way of staying in shape without having to work out later. And so, when they were playing and they were running, I would run with them. I was their teammate during practice, when we were conditioning, but then, I obviously would step off the court and coach them from there. But my point was, they saw two different sides of me. They saw this authoritarian side, but they also saw this human side where I am an example to you and I wouldn't tell you to do it if I wasn't going to do it myself. At some point, I had gotten a position as a recruiter, a third-party recruiter, and I used those same skills of matching talent to companies; what kind [00:10:00] of person was going to succeed in this type of company? What characteristics are they going to have? What philosophies and core values are they going to embody? And so, one of my clients ended up poking me. They really loved what I had done for them as a third party, they didn't want to pay that markup anymore. I sure as heck didn't want my company to get all that markup either. And so, they made me an offer. I went to go work for them and they had a whole portfolio of businesses. And so, I was simultaneously doing HR and recruiting for the entire portfolio, which covered about 400 employees.My daughter was two years old at the time and I was a single mom and I really started to go into an unhappy place again. My mom was a workaholic – still is today, almost 60 years old –I didn't really spend any time with her as a child. There really wasn't nurturing. She was not going to any of my games. She wasn't playing games with me on the weekends. There was no intimacy in our relationship. And so, I think working all those hours and only having time to pick up my daughter, take her home, feed her, bathe her, and put her to bed – something was missing. I was not happy in that situation. And so, I had asked my employer, “can I leave earlier and then put her to sleep? And then I can jump back on after that?” She was going to sleep at eight o'clock. And they told me no, it wasn't something that they were open to.And so, I gave a 30 day resignation without having any backup plans. I just decided I was going to go independent. At that point, I learned enough about HR and recruiting that I could probably pick up a handful of clients and just do it on the side. So, about a week into, or a week left of my resignation, I [00:12:00] pitched them my services, and I let them know “you could still keep me, technically, but it's going to be as a contractor and I'm not coming to the office.” And they, they took it. So, I actually walked out on my last day of work, making 30% more than my salary was. But this wasn't an ‘it just happened' situation, I was delivering. I delivered all the time. I was employed with them from – or even when I was the third party, I provided great work. I worked hard for them. I treated their companies like they were my companies. And so, they realized that it wasn't worth losing me over. And that's really the start of Gameday HR from there. That was 2016. Bob Wierema: All right. I got to go way back here. So, I want to go back to the identity piece because you talked about that, and I think that's something that would be interesting to understand – and how you worked through that, because we've had this conversation on this podcast before with others about the world we're living in. And then you were talking about even coaching these high school girls, and it's a time where a lot of people are trying to find out who they are, so talk a little bit about how you worked through that. And then also if it was an influence on you at the time, or how you maybe see that influence of social media on that identity as well.Katrina Ghazarian: I feel like one of the hardest things in life for young women is to find what their identity is. I think that a lot of young girls and women are focused on being somebody else. And at some point – you're not ever going to be them. The maturation of me going through it – it's not linear,; you get there and then you get pulled back and you go to the side [00:14:00] and then you get there again. And I think that's the misconception about self-development altogether. “Oh, I've overcome this forever and I'm never going to have this problem again”, that's just not reality. These external pieces are constantly trying to penetrate everything that you've learned.And so, for girls, I felt like they were always so focused on being something that they weren't. If they liked Harry Potter, they didn't want to talk about it. They didn't want to admit it. If they didn't like boys, if they didn't want to party, if they didn't like certain kinds of people, they didn't like fashion… I just saw so many of them doing things that I knew was not them. That just wasn't them. And it was doing things to fit in. Mike, you and I are parents of daughters, it goes all the way back to when girls are being pressured to have sex. Even though they don't want to, but they do it because they're being pressured, and they want to appear a certain way.And so, one of my missions in life is to have those conversations and how do I influence girls and young women to be who they are and to be intentional about their life decisions? It is hard to be a single parent, but you have Kylie Jenner and the Kardashians who are single moms and it's their little doll. Why aren't they showing all the other stuff? Why aren't they showing the part where your daughter has to go with their dad and you're alone? And you don't know [00:16:00] what is going on with them over there?They don't show that part. They don't show the time where you have to decide to be in this relationship that you don't want to be in, or not see your child every day. They don't talk about those things. And so, what happens is it's like a domino effect. So, then girls are not careful about protecting themselves when they are having these relations with men or boys, and then, because they think, “well, if I get pregnant, it's okay. I can handle it”. No bitch. You can't, it's fucking hard – and don't get me wrong. I was 25. I wasn't that young, but still, had I had a choice to wait and find my life partner and have a child, I definitely would have done that. And so, going back to identity it's because you're confused.You have all these people telling you this is how women are supposed to be; sexy, and fragile, and quiet, and delicate, and love heels. Why? Why would I want my feet to be uncomfortable? Have you seen women's feet after? I wear heels all the time. I have beautiful feet without like calluses and bunions and stuff. And I don't know, maybe my legs don't appear to be that long when I go out. Who likes wearing them? So it's just things like that. Bob Wierema: Careful. Michael might give you an answer that might be a little weird there. Michael Moore: We'll come back to that in a minute. Katrina Ghazarian: So identity for me is being intentional with your decisions, having a decision-making filter – a system of does this align with who I want to be and who I am today. And I don't think that we do that enough. We're consumers and we buy shit, that we don't need – that we don't even like. Do you know how [00:18:00] much a pair of sweatpants are right now? Like $65. Michael Moore: For sweatpants? Good Lord.Katrina Ghazarian: For sweatpants. You go on Instagram and you're just bombarded with sponsored ads of $6,500 sweatsuits. I literally posted a PSA on Instagram. I'm like, “can you all please stop buying sweatsuits so we can bring the price down back to $7 where they were before?” But this is what it is. This is trend, it's a trend. And so now it's trendy to pay $100 for a hoodie and some sweatpants that costs $3 to me. But we don't think about those things. We don't actually look at things and say, “do I actually like that Louis Vuitton?” Their shit is ugly, okay. Their monogram is all over. Do people actually like the LV everywhere? I just don't understand things like that. And I get that there are some people who do, but let's face it. It's not a beautiful bag. It has letters all over it.I don't really see the point, but everybody's getting it. The Gucci belts – well, I would get it maybe because [inaudible]. But otherwise, why would a Chelsea Kramer get a belt with two Gs on it? Two big ones too, that everyone has, by the way, everyone has it.So, we were just so unintentional, we were so disconnected with who we are and I believe that identity, especially moving forward, I think in the pandemic people really had to sit with themselves, and face [00:20:00] themselves; face their marriages, face their children, who they [inaudible], who they are as parents, who they are as employees and business owners…The hope is that people come out of this with a better understanding of what is important to them in life. Michael Moore: That sort of brand mania, I think that just ties back to the peer pressure piece that you talked about and that every time you turn around – whether it's Instagram, the news, anything – you're just bombarded with this information.And then it catches on and this herd mentality of “I've got to have that because if I don't then I'm different”. That's what you're talking about, right? Katrina Ghazarian: Yeah. Haters will say I can't afford it. And that's why I say those things. I assure you that is not the case. I can afford it. I've paid thousands of dollars for a purse that I liked that I picked what color the material with the inside was going to look like, how big it was going to be. I do pay for a luxury purse, but it's a purse I was very intentional with building myself essentially and having a high-end designer make it.So, it's not that I can't afford it. I'm not saying that I can't afford it. But what I'm saying is that if you don't like it, why are you trying to fit in? Why are we trying so hard to be like everybody else? You'll never be happy. I just feel like you'll never truly be happy trying to emulate everybody else's life. Michael Moore: Yeah. I think if you go back to the fifth-grade comment, one thing that I've noticed is funny people are smart. You can't be funny if you're not smart, you've got to know where the punchline comes, how to read the room, when to deliver it, when enough is enough and you need to move [00:22:00] on.So, just looking at your approach to what you post, your conversational style, you've been influenced by that. Talk about how that whole maturation from fifth grade through struggles in high school – probably one of the hardest things. Cause I've done it too. Starting with five-year-old girls and trying to teach them how to play soccer all the way up to the level of them deciding if they're going to go to select or not, or go play for high school or whatever; by far the hardest thing I've ever done, but probably one of the most rewarding things I've ever done.How has that played into the core values of today and your mission with Gameday HR and what you're trying to do? Katrina Ghazarian: When people think I'm funny, I'm actually just telling the truth in most cases. I'm not talking, I'm not telling jokes like “two guys walk into a bar”. That's not the part of me that's funny. I think people find me funny because I just say things that as they're happening. Or I call things out as they're happening, or I turn the mirror on people – that was the whole basis of LinkedIn.My headline is that everybody's headline was like conscious leader and investor and advisor and Forbes and this and that, and I'm like, why do I still not know what you do? I'm reading it, but I still don't know what you do. What do you do? That's what LinkedIn is actually for. I saw some that's like, “good dude”. First of all, good people wouldn't put that. I think for me, it was making fun of everybody else, because everybody was so busy and putting every single accolade that they've ever had there. [00:24:00] And so I thought, I was voted funniest in fifth grade. I just want to see if that matters. I started putting that and then I had CEO of a company with employees. Because you see all these people diluting CEO and it's like, you're self-employed, there's a difference. CEO is when you have employees that have to get up in the morning to do work.So, it was more just making fun of people and putting the mirror back on them. I'm sure it made people feel uncomfortable reading it, because they were probably looking at their own things and thinking, “wow, she's making fun of me”. But to me it was just not taking myself seriously. When you talk to me – and you have talked to me in person, well not in person but on other calls Mike, the way I type on LinkedIn is the same way I talk in person even to the slang. Instead of ‘this', sometimes I say ‘dis'; instead of ‘that', sometimes I say ‘dat'.And so, I literally type the way I talk. So, people have like this full experience of my voice and the way I say things in these professional posts. And so, for me, it was really being myself. I can tell when people are having someone else curate their content, because it all sounds the same. It's the same format. It's “drop a heart if you agree”, and it's like a quote card. “If you work, you will get paid”, and then there's 7,000 likes. That is profound. And so, for me, I don't want to do that. That's not who I am.[00:26:00] I'm not a blanket generalist. I'm very specific with each person. When I have a conversation, I have a genuine curiosity. And so, it was important for me in my voice that it came out that way, because that's who I am as a person. Bob Wierema: I'm laughing because I'm remembering. So, I have a coach that I worked with and he was actually on the podcast.He's always like, “you just, you gotta be who you are”. And that was a big thing for me. So actually, we have something in common. So, when I was in my mid-twenties, I went through a time. So, I'm 195 pounds. I was a hefty 256 I was going through a pretty interesting time, but it was all around this identity thing.And he's like, “ I'm 36 years old and you know what? I like to wear my hat backwards”. I have a Carhartt hat I like to wear all the time, and I get on these calls and he's like, “I swear a lot. It's just who I am”. And it's like, “oh, people feel that there's genuineness to that. And just be that. You get in with your clients, you're like, “okay, I gotta make sure I'm aware of this”. And he's like, “they'll love you for who you are if they really want to work with you”. And that really stuck with me. I think it's really important because it helps you to love your work more too.Katrina Ghazarian: You enjoy it more. I'm wearing a Nike jacket. Sometimes I'll get dressed up if, if I feel like it, but sometimes I won't, this is just who I am. I always joke around because for my headshot I got my makeup done and my hair was all nice. And so, I always feel bad when people use my headshot for promo, because then they'll come on this video and I feel like they got swindled. I don't really look like that in person everybody, that's just a picture. So even that makes me feel a little uncomfortable because I don't want people to think that I'm something that I'm not. That's why Instagram is kind [00:28:00] of hard for me.I've found my way now on Instagram with cutting up video. And that's basically these types of conversations and shorter clips, but when I was trying to do it and it's the filtered pictures and trying to stage my life. That just wasn't me. I hated it. I did not feel comfortable.It just wasn't me and I would cringe when I would go back and look at it and I would delete it, I would start taking all these things off. And so, it took me some time to figure out what I was going to post and what was going to make me comfortable. Essentially it was these types of conversations because this is when I feel most myself, when we're having these unstructured off the cuff conversations. This is when you get real Katrina. You have great hair by the way. Michael Moore: Thank you. Bob Wierema: Okay, listen, this is my COVID hair. If you look here, I got a little mullet going in the back, right now.Katrina Ghazarian: I'm curious. I'm curious to how the growth phase was probably wretched to get to a point where it looked really good.Bob Wierema: No, I'm there right now. I want to get to the point where I don't have to put product on, but If I quit product right now, it's out like this. Michael Moore: He'd have your helmet Bob Wierema: So now I want it down here. I keep on telling my fiancé I want to look like Bradley Cooper in that movie that he was in with – what's her name? Lady Gaga. Michael Moore: A Star is Born.Bob Wierema: I'm like, “that's what I'm going for”. And she's like, “all right, if you can make that work, he's not a bad looking man. Katrina Ghazarian: Not at all. You just gotta lower your tenor a little bit. He was real deep in that movie.Michael Moore: Smoking a pack of cigarettes in the morning and in the afternoon. Bob Wierema: That'll be a good one to get started. I'm keeping it around. Hopefully. I was going to ask, you mentioned before we jumped on – you'd love to talk about your core values and beliefs. I would love to hear about some of that and how that guides you and even how you read whether it's life or even in your work too.Katrina Ghazarian: It's very similar. I think people think  you have these set of values for work, and then another set for family, and another set for yourself. It's all the same. All the values are the same for me across the board, the same values for my company are the same values for me in my life.The first one's family. And that is also for my company. If somebody has a sick family member or something with their kids, go take care of your family. Do that first. And then we can address work things. Community is a big one. What are we giving back to the community? What are we doing? How are we contributing? Another one is growth. Are we learning something every day? Are we pushing our boundaries to grow? Are we making ourselves feel uncomfortable from time to time? Honesty – really important – that I think is probably the biggest one across the board. And even in our branding, it's telling the truth, having the real conversations, talking about the hard things. Love is really important for us. So, we know if we're giving opinions or we have to make decisions, it's usually “what would a loving person do?” It all goes hand in hand. And the truth is love, but also where is this coming from? Are you going to say, “oh, your jacket is stupid”? No, because that's not really from a place of love.Now, if somebody asks you, “do you like my jacket?” Then you can give your opinion of, “I don't know, I wouldn't wear it”. [00:32:00] So, what do I have so far? I have honesty, community, growth, love, family, and joy. So, if you're not happy, you have to do something about it. If you're not finding joy in what you're doing and who you're talking to, who you are, we need to make some changes.Michael Moore: When we first got introduced through Gen Next and then got on a call and got to know each other a little bit, I think it's very intentional the way that you go about doing things. And that's what stood out to me is that you're right with the garbage and the self-promotion and the making yourself look different than you really are on these mediums that we now communicate our value proposition or whatever, yours just flipped it all upside down. I was like, this is so raw and intentional and direct. Even though it's got a phone tagline, the mission and the purpose isn't funny. It's very intentional. And so, I can tell that you spend a lot of time – and you've been molded by life experiences – to come up with these six or seven core values that they really seem to define your purpose.Katrina Ghazarian: Absolutely. With our team, our internal staff, there's this misconception that HR can't be friends with anybody. It's an isolated siloed department. I personally just would not be happy in a position like that. I am so curious about everything and everyone that, if you told me I wasn't allowed to ask you what you were up to this weekend or how your kids were, or what your favorite sports team is, or what do you think about a certain political issue or social issue, I just wouldn't be happy. I would be exceptionally stifled in an environment like [00:34:00] that. And so, when people found out I going into HR, they were like, “why?” Because my personality does not fit this mold of HR that the industry has created over the last couple of decades.And at first, I felt intimidated. Am I making a mistake? But then I saw an opportunity. And that was even my journey through Gen Next. I am a little different than a lot of the members in Gen Next. And so, at first you feel discouraged and then you have this epiphany of there is opportunity here to influence people, to give them a different perspective. So, you lean in, you can't run away and that's my filter system. If it scares me, I'm going in, and for HR, for me, for my own team, we have these sessions that sometimes involve tears. Last week I gave them some homework. Sometimes it's just me regurgitating what I read, and I feel like, “you know what, my team could benefit from this”. And so, I, for 2021, committed to the team that would help them if they were committed to reach certain 2021 goals, whether it was health, family, financially, professionally, community, whatever that looks like. I had them write out these statements of things that they wanted or needed – that they wanted to have, or that they feel they needed to have. And so, some examples will be to make more money, or buy a house, or lose weight, or get pregnant, whatever that looks like. And then I have them switch it to ‘I am' statements. And so, you switch “I want to buy a house”. You switched it to, “I am a homeowner”. And then you create this filter of decision-making of what would a homeowner do in this situation? Or if you know it's [00:36:00] health and what would a healthy person do?And so, I had them do this exercise we come to our staff meetings Thursday mornings and they read these things off to me. And of course, I'm so present that I'm peeling away certain things and kind of navigating through it with them. And I'm pretty sure everybody cried. And I think even myself, I feel their pain. One of them was “I want to be financially independent”, from her husband. And I asked her, “where does that come from? What does that mean? How do you define that?” And it's like, “well, my mom always told me that I have to have my own money,” and it was because her dad left her mom with nothing, essentially.So, she was doing these like little things, like hiding money from her husband. Not really telling him how much she was making, and he found out because they had to apply for a home equity loan, or home improvement loan. It was just like, “I understand why you did that”.And I'm like, “girl, does that seem like a man who's going to leave you with nothing? He wasn't even phased by this. He loves you so much that he was like, ‘whatever makes you comfortable, you do it'. He didn't even like pause at the fact you've been lying to him all this time. Does that sound like a man that's going to leave you with nothing? Why make him pay a price for a crime he hasn't committed”. And so, we did this mirror shadow work of, “he's not your dad, your mom feels this way because she has this fear that she went through it and she thinks you're going to go through it”.We did this whole thing in front of the entire team. Everybody's naked and vulnerable, doing this together, but the text [00:38:00] messages that I got afterward, in the group, it made it all worth it. It made it worth it because we're all that much closer to one another. And now we have this like radical transparency to where maybe another team member is going to feel comfortable going to that team member, having these conversations, they don't feel alone anymore . So, for me when does HR do something like that in any other organization?It doesn't happen. But I'll tell you this, my entire team ride or die, they would go to the ground with me if they had to. And I would do for them also, that's more important. I would do it for them. And so that's the kind of organization or world of workplaces I really want to see.Bob Wierema: Thinking about that moment when you're having those type of conversations, how does that work with new people that are coming into the organization and sit in that table? Are they like, “what the fuck is going on here?” How do you prep them for that? Or do you not?Katrina Ghazarian: You go through the interviewing process; you're asking certain questions. The thing about core values is they're not just things you put on the wall in a pretty canvas, right? You actually have to integrate them into your organization. Number one, they have to be a part of your recruiting process. So, you're questioning each candidate. You have to have questions that find out do they have, or prioritize, this core value or not? Then the next step is you have to measure them against core values. So, a part of the performance review should be, how much are they displaying these core values? How often are they living these?And so, you can set up something very basic to where, always, sometimes, never. I think I got that from Traction, that Traction book. And it's very simple. If your core value is accountability, which is taking ownership of everything [00:40:00] you do, does Bob always do that? Does he sometimes do it or does he never take accountability? And then once you have this data, now you have to make some decisions. If this is a never thing, then we're going to have a problem. You're not going to be happy, I can almost guess that you're not happy with the organization if you get never.That's when we have to have conversations of, "Bob, it's time for you to move on, bro. Let's go find you another job where you don't have to take accountability”. The thing about core values is there's so many people that talk about how important it is to have them, but they don't really tell you how to use them, how to build them out, how to integrate them, how to measure against them, and how to really live them day to day.If you can't recite the core values of your organization by heart, they're not strong enough. Michael Moore: So looking in at the world in today's lens and a female CEO, a thought leader having to have worked your ass off to get to where you are and there's probably – whether it's political, external, or corporate – some inclusion initiatives that should have just been natural a long time ago, but now there is uber focus on chief people officer and, making the workplace more holistic. How do you see that? Is it real? Is it working? What do we need to do? Katrina Ghazarian: So, inclusion, definitely buzzword. Diversity and inclusion, it's funny, I see these positions and it's ‘director of diversity inclusion'. I'm like, “what do they do all day?What does that mean?” There's no certification for it. I don't know what that means exactly, except maybe a marketing employee. I'm not sure, but inclusion. It's not just racial [00:42:00] and gender. It's actually socioeconomic as well. And it's how do you have these frequent touch points with everybody from top to bottom in your organization?And so, your initiatives have to benefit every single person. And so, I'm starting to see some tools that are launching to help with this. There's a platform called June – J-O-O N. So organizations have gym membership reimbursements, I don't know, whatever perks a company could have. What they do is they have companies just set up a budget, a dollar amount a month per employee, and the employee can pick whatever they want. So, it could be Peloton app. It could be vitamins, it could be childcare, but they get reimbursed for whatever they want, because what they recognized was not everybody goes to the gym and so not everyone is able to access it.And it could be that they can't go to the gym because they don't have childcare. They don't have someone to watch the kids or all of these different external sources that are keeping you from doing the things that you want to do. And so, they figured out a way to make sure that every employee has access to this benefit.So those are tools that I feel are a lot more intentional in diversity and inclusion. These tools are a platform to where you remove any type of unconscious biases, and everybody has access to it and everybody could use it. So that's a big one that I really promoted. I would say I should go set up like a referral partner.So something like that, I think in recruiting practices, it's important to make sure [00:44:00] you are keeping data of how many applicants are coming through, what is the demographic of all of these applicants that are coming through, and making sure you have a healthy amount of those people moving on in to the interview process and the different scopes, people of color, gender, whatever that looks like. And some of that you won't even know until they get into an in-person interview. Sometimes you can't tell by names where they're coming from. So, one of the things that we do as an organization is, we do equal pay analysis. And so, we go into organizations, we create these pay ranges for all of the positions that they have and the various senior levels that those positions may have. Then we audit the entire roster, and we start plotting dots of where everybody is landing. And so, if we see there's a discrepancy, so if one engineer is getting paid, $80,000 a year and another is getting paid $65,000 a year, we're going to find out why is there a discrepancy here?And to be fair with most organizations, the discrepancy is unintentional. They're not going and saying, “hey, you're a woman, so I'm going to pay you less”. What's happening is when you ask them why there's a discrepancy, they'll say, “this is what she asked for”. And so, organizations number one have to take a more proactive approach of understanding what the pay range for this position is, regardless of what they're going to be comfortable being paid or not. This is what the functions of the position is or are, and this is what the pay range is.And so, if she's asking for less, but the minimum for this position is more, you need to give her that offer. Then just stay out of situations like that. So, in most [00:46:00] cases it's unintentional, but what I would like to see is all of these organizations that use their voice and their platform to speak out against these inequities.Why are they not doing these analyses in house? I think that that's a good place to start is are we even an equal pay employer? Start from there and then start moving on to the next project. So, the next milestone is being a more inclusive and diverse organization, but they're not really doing the bare minimum at this point. Bob Wierema: I was going to say, what would you guess with some of those organizations? I guess it would be completely out of line. Katrina Ghazarian: Yes. Not only from within the same position, but even from entry-level to C suite. The wealth gap is going to be tremendous. And so all of this should be banded. Ideally you want all of these salaries to be banded by a certain range width.And so, for example, from an entry-level to mid-level, maybe that looks like a 30% pay range, and it should be 30%, 30%, 30% more to the next 30% more, but what's happening is we'll see 20%, 20%, 20%, 20%, and then a C-suite is 250% more. And so that's why we're the wealth. That's where the wealth gap really starts to take-off. Because now you have someone making 250% more than the person that reports to them. And so then when you look at it as, “so now this person is going to leave the organization” do you think somebody who's getting paid 250% less than them is going to be prepared to take over that role?Probably not. And so, they go and start recruiting from outside to bring people in. So now we don't have any upward movement in the organization. Michael Moore: So, for the highly compensated though, because that's what [00:48:00] they've earned or gotten used to, or they're just part of that norm that's been created over generations, they're not going to take a step back. So, do you have more levels in between junior into that, to work them up to that level? Or are you saying rework the entire compensation strategy inside the organization?Katrina Ghazarian: Well, you can take two approaches with it. I think that number one, it depends on what's the stock package going to look like?So, I do think that C-suites are highly compensated. Individuals should have probably a lot more stock option or shares. And so, I feel like they should be making a lot of their money through that because what they're doing is highly dependent on how the entire company performs. So, I do think a lot, or most of, their page should come from that, which we do see in some organizations. Their salaries, $300,000, but their stock options are getting them over a million dollars or their distribution. So, I do think that part is okay, but I do want to see a reset in the wealth distribution. And that could even mean fine, if you want to keep this person at $300,000, that's fine, but let's bring everybody up then too. Why not pay some $70,000 then for someone that's entry level, but they have experience and they're performing really well? Why not get them there? So, I'm not saying that we have to cut salary from the top, but what I'm saying is we can distribute more throughout the rest of the rings and the company can sacrifice a little more capital or a little more margin to make that happen and positive that in the long run, it's going to be a lot more effective for them and a lot more efficient because when you look at the data of disengagement, [00:50:00] 59% of employees are disengaged globally.And so, if, and that could be for a multitude of reasons, it could be that they're not happy at the company, or it could be they're having financial issues personally and they're distracted, or they have to take on a side hustle because they're not making enough money. Well, imagine if we can eliminate and squash some of that stress for them is we're going to now pay them a livable wage, a wage that they can feel comfortable in.And now we increase engagement say by 20% on a $5 million company, you've now increased your revenue by 20% just by paying them a little bit more. Michael Moore: Focusing in on your day-to-day job with Gameday HR, is that part of the consulting that you're bringing to your clients?Tell us about your value proposition, how you get in there and help. How does this work? Katrina Ghazarian: Each organization's a little different. It really depends on where they are in terms of evolution and life cycle of the company. If they're a startup or just hitting the ground running, getting the infrastructure built out, this is the core values, making sure they have core values, putting that into a recruiting system, documenting all of that, helping them recruit for key management positions. And then when it gets to a certain point, it could be six months or a year in, we're going to start collecting data.We're going to do climate surveys. We're going to see how happy is everybody? What do they like? What do they don't like, where can we help elevate certain areas of the organization? So, we're just consistently building a system where we know what's going on. We're not surprised by anything. We're not trying to guess like what employees want.We actually have the data to show that this is what they need, and we're going to build initiatives around that. Bigger more established organizations. We're definitely focusing more on equal pay and we're focusing on strategy. So [00:52:00] in a lot of cases, our clients have an HR professional and they just don't have enough experience. They know how to do handbooks and paperwork and all of that stuff, but they don't really understand numbers and data. And so that's where we come in. We're going to really come and elevate the entire department. And we're going to help them collect the data that they need in order to build initiatives around that.LinkedIn says you should have a virtual happy hour and you should send them all kinds of stuff. I don't know about you guys, but I do not want to be on Zoom any more than I am already. And so as much as I like my coworkers or the staff members and things like that, I am drained from sitting in this chair and looking in that camera all day long.And so, if you ask them first if they actually want to do this, you'd probably find out they don't really care to do it. And maybe it's better that you send them a door dash so they can have dinner with their family instead. And so that's where we're really positioning ourselves is what does the data say? How do we find the data? What does it say? And how do we build initiatives that are more intentional with this organization and increase employee engagement. That's really the metric we're looking at is how do we increase employee engagement? And we have to benchmark it first. So, we do the climate survey. We benchmark the data. We find out where the areas of weaknesses are. We present the data to the entire organization. It's at town hall. We said, “these are the results of the climate survey. We heard you, you have spoken. And now we want to take action on it”. And even some little things like that of just addressing that you have these areas that you need improvement increases engagement immediately.Because now there's hope, now they're like, “you know what? I think I'm going to stick it [00:54:00] out even more because now I have people paying attention to what I'm doing”. And now we have an opportunity to maybe turn this around. So, it's just really what we do. We're high level. We go in, we find the data, we mine it, and we put initiatives around it. And at some point, we hope the HR team can level up. And we don't want our clients to be dependent on us forever. At some point we would like to come off of the client, and then maybe I've been asked to be on the advisory board moving forward. So, they pay me whatever amount to go to quarterly meetings or something like that, and it's great. I love what I do because I get to see all these different ideas, different companies, different CEOs and CFOs and COOs. It's a great place to be. I learned from them. I won't admit it, but I learn from them.Bob Wierema: That's great. What's next for your firm as you look to move forward? Katrina Ghazarian: So, I'm pretty set that I'm going to step down as CEO in 2022. The end of 2022. So at that point, we'll probably see, do we want to sell, do we want to replace me? And I move over as chairman? Or what it is that the team wants to do.So, in that time we are filming a whole catalog of courses. So, everything that I'm telling you that we do for organizations is now going to be in course form to where an HR professional can take the course and know exactly what we do step-by-step with their own organization. So, we saw that this was going to be a better way to move the needle. Instead of asking clients, “let us do all this for you”, I figured the bigger opportunity is how do we teach already established HR departments how to do it? And so they're, [00:56:00] gonna have access to the course. We have a closed Facebook group right now; it's called HR MVPs. And so, HR professionals are in it and we're constantly posting articles, job opportunities, any issues, when HR has a problem with an employee that isn't so black and white in terms of what the solution is. Who do they go to? You're not going to go to the CEO, that person's too emotionally involved. They don't really know what to do. You have to find other HR professionals who have had similar experiences. So, we wanted to create this community where people can say, “this is what we did. We didn't get sued or we didn't get fined, or we did, so don't do it this way”.And so just creating this community of HR professionals who want to do better, they want to create happier organizations. So, courses are coming up. I believe our first one is already launching in February. I already filmed it and it's in post-production. So, I'm taking a hiatus from the podcast actually in February. So, I'm gonna wrap season one and I'm really going to focus March, April, May on building out these courses. And so those will go to market June, July. And then from there, we have our culture quiz that we launched. It's a 12-question quiz that organizations can fill out and we have the formula in there and it spits out their grade. What their culture grade is. And then it gets put into a funnel of emails to where we're trying to close them on an audit, help them out with their culture.Michael Moore: Is that culture grade derived from the core values that you help them establish on the front end? Or how does the algorithm work? Just spit out the score. Katrina Ghazarian: The first question is do all of your employees know your core values? One of my core values is freedom. And so being a CEO, [00:58:00] which is probably the biggest misconception that people have, there's not too much freedom. And being the CEO, you are answering to clients, partners, investors, employees.So, I always laugh when I see the “become your own boss” and “you don't have to answer to anyone”. I feel like that's not true. We answer to everyone. All the time. And so, I'm a very creative person. Writing is something I really enjoy, and creating content as you have seen is something I really enjoy. The CEO role is not freedom for me, even though I love it and I've enjoyed it. It's not sustainable. It's not a sustainable position for my happiness. I like to be creative. I don't really necessarily want to worry about our profit margins and things like that. And so, I'm in the middle of writing a sitcom and a documentary that I've already talked to several production companies about and they have a high interest in it.So, I think 2022. I'm really going to go all in on trying to enter the motion picture industry. I think as a mom to a daughter, there's not a lot of things on TV that is depicted as a reality that I would really want my kids to watch. The way women are being portrayed, it's either they're gossip-loving fashionistas or they're rape victims. We're not seeing a lot of anything in the middle of the spectrum, like women who are ambitious, or aggressive, or having to wear all these [01:00:00] hats all the time. I just really think it's important. A message that is really important for me is to be yourself and here at your own life and find your own identity.One day I was complaining about it. I just don't like the Kardashians. I'm Armenian. And I don't like them. I just think like they don't do a service. It's a disservice to girls, in my opinion, everywhere, that you're setting these standards of what they're supposed to look like, and they don't really look like that. And I think that really bothers me because I worry for my daughter. I worry that she's going to think she has to wear these things and do these things to her face to be considered beautiful. And so, Mike feel free to chime in if you feel the same or if you have the same concerns. So, I was complaining about it and then someone was like, “why don't you just do something?” And I was like, “okay. Maybe I could”. And so, I started talking to senior VPs and production companies and I have one executive summary that is, “I don't like salad”. And it's really just pushing back on what women are supposed to be. Women are supposed to eat, clean, and be small and fragile and proper and soft. And it's like, no! We could be all of it. Sometimes I'm aggressive. Sometimes I am dainty. Sometimes I'm super assertive and sometimes I get bullied. We're not all one thing. None of us are. Look at 2020, how much time did everybody spend defending their labels? Defending labels that they don't even firmly believe.Not everybody is all the way Democrat and not everybody's all the way Republican. Not everybody's a hundred percent, but you're so defensive about [01:02:00] Democratic and Republicans and one of the greatest examples I heard, I think it was Andy Frisella who said it on his podcast, but he talks about 9/11 and he was like, “do you think they cared if it was Republicans or Democrats when they flew those planes into the World Trade Center? No, they were going after Americans”. No one else around the world cares about these labels that we here in the United States want to defend all the time. And so, that really sits with me of how people are so quick to carry these labels with them and they'll go to the ground dying, defending these labels they'll end family relationships and friendships trying to defend these labels that are not real, they're all lies. They're not real things. So, I want to create content that really helps people navigate through that identity and showing them, you're not any one way.We're all very complicated creatures, we're complex. And even then who we are now, we're not the same person in a year from now, we evolve, we change. Who I was last year, pre-pandemic? I'm a completely different person now. And so, what am I defending? Am I really going to spend so much time defending labels that I'm not even really going to identify with in a year?So that's really what the content is for me. That's the project. After being the CEO. Michael Moore: Back to your comment. With two daughters, my wife and I spend so much time just focusing in on our family core values and really just saying, “did you have a good day today?” Why, and if there were struggles or somebody upset them or a friend group wasn't nice, we don't focus so much [01:04:00] on that.It was, “what role did you play in that? If you were you, and you were a good person, then don't worry about the outcome or what they thought of that. Just continue to be you, they're either going to come back, but that's probably not somebody you need to associate yourself with”. It's very simplistic, but it's gotta be reinforced all the time, because to your point, they're constantly changing and they're constantly evolving into who they're ultimately going to become, but they can get sidetracked so easily. Katrina Ghazarian: Yeah. And it's interesting because – I would love your opinion on it – when you've put in so much work to dig in and unravel yourself and untangle yourself from all these beliefs that you thought you were or wanted, or these traits, for a long time, I thought that I couldn't love the way that normal people love. And so, this is probably a little personal, but I was neglected as a child, like criminally. These days, especially with millennials and gen Z, my parents would be in jail. My basic physical needs were not being met. And so, when you have that experience, you're in survival mode all the time. And so, you don't really have the time to feel, you just do you, find your next meal or, you're scanning the place to make sure predators aren't around, or you just don't really have time to sit in it, you're constantly on the move.And so, I always believed that I just was missing like an emotional STEM, I didn't have something there; somebody could say something to me and I could be completely unaffected by it or, I was in relationships and I just didn't love them the way [01:06:00] that they loved me or at least what appeared to be love at the time. And so, I always believed in this thing, that something was wrong with me. And then I really had to do the work of figuring out that actually, the love that I have for myself is so grand that the problem is I'm not willing to accept anybody else's love with conditions. I wasn't willing to allow someone to tell me who to be or what I can do for them to love me because I had generated so much love for myself and my daughter.I didn't need it. I was already full and that was a huge break. It was a very emotional breakthrough for me because all these years I felt like something's wrong. Something's wrong with me? But, no, they had done things that crossed my safety threshold and made me feel unsafe. And so, I go into survival mode. And when I'm in survival mode, I have very little to give you because I feel like I have to protect. And so, doing all that work or doing that work, I feel like now it's very easy for me to see and re-look at people and say, “oh, there's a discrepancy there”. They say it's this thing, but their actions are not saying that thing. So, it's very easy for me to see it, which is sometimes bad because if it's a friend's boyfriend or something, and I'm like, “that's gonna be a tough one”. Bob Wierema: Is that my place to say something or not? Right? Katrina Ghazarian: Yeah. So, I think just doing that work is so important for everybody to find out who are you?Who are you now? And who do you want to be? And how do we close that gap? And a hundred percent of the [01:08:00] time closing that gap is not allowing anybody else to tell you who you're supposed to be. Bob Wierema: How would you tell people to start that kind of journey? Because I think there's a lot there. I'm a firm believer in that, falling in love with yourself before anything else, where would you tell people to start?Katrina Ghazarian: High level, even just reading a book that really focuses on that, like Byron Katie's book Loving What Is, it's an easy place to start off; you're angry, your mom neglected you and now you're angry because you think she doesn't love you. And so, the work flips that around and makes you see things differently. It helps you navigate through these lies. Not necessarily, she didn't necessarily not love you. We don't know if that's absolutely true. It's just that she was going through some other things. And so, it starts to humanize these people that have hurt you or that you feel have hurt you.And then you realize you're just in it by yourself. They don't care. They're going on with their day. They're not affected by your thoughts or your triggers or anything like that. So, I think that's a good place to start. Byron Katie's book, or even if you want to go more simple Don Miguel Ruiz, his books like the Four Agreements, Mastery of Self, Mastery of Love, or any book that is really focused on inward understanding or peeling away these lies that you keep telling yourself. So, one of the Four Agreements is being impeccable with your word. I would say that's the hardest for anybody. And this isn't an integrity thing. This is just, are you being honest with yourself? And are you being honest with the people around you 100% of the time? And [01:10:00] so this includes, if Mike asked me, “we're going to be moving this weekend. Do you think you can come help?” And if my initial reaction is, “I don't really want to do that”, if I were impeccable with my word, I would say “do you think you could find someone else to help you?” Because then I'm going to go help him, and now I'm going to be resentful. And there are people who would gladly help, who have no problem packing up furniture and carrying it around. And so that's what I think, starting there of recognizing where you're not being honest with yourself is a great place to start. Michael Moore: I like that being impeccable with your word, I think words matter and I'd be curious to get your perception on this.As you were going through this, the self-reflection and work. What role did realizing you are the mother to your daughter play in that? Because for me it was like, they're dialed into every word that I'm saying when I'm around them. And I need to be very conscious with that because they're little sponges and that ultimately is going to affect their viewpoint, their maturation, the way they interact with others, the way they see me interact with their mom.It's all very intentional because I'm trying to set a good example. So, talk about that personally, with you and your daughter. Katrina Ghazarian: I do co-parent with her dad. And so, one of the things is when him and I are having a disagreement I really pressure him to speak to me in a respectful manner and especially in front of her, because I explained to him little girls look for their dad when they grow up, and would you want her to look for somebody who's disrespectful? No. And then another thing for me on my end is the relationships that I'm in. Am I in a [01:12:00] relationship with someone that I would approve my daughter to be in? And so, my daughter is so dialed in to me, being her mom. I've been in a relationship before, and if at some point they got aggressive in some way, whether it's they yelled or they just called me a name or whatever, she was done with them. She wanted nothing. She was fine, she'll be nice, but she was done. You lose her in that instance. And in a way I'm proud because I taught her, this is not okay. But at the same time, I'm like these guys, she's going to be a beast when she gets bigger. Because she's abnormally tall for her age. And so, I'm proud, but at the same time, I'm very cognizant of how do I speak? How am I letting men speak to me? And how am I letting them treat me and how do I let them treat her?And even with her dad, it was she wanted a blue bike and he told her she had to get a pink one. So, things like that where I tell him, “hold on a second. She doesn't like pink. She prefers blue because mommy's favorite color is blue also”. So, when you tell her it's wrong, it almost creates a distress with me because now she thinks, “well, Mommy's wrong for liking that color too”. And then you create these lies around her. And so, it's really important. I'm super honest with her. I tell her the things that I don't want to shelter her from, from the truth. She has questions about homosexuality. If she has questions about racism, if she has questions about sex, not necessarily action because she's too little to understand it, but more so dating and she sees like these teeny bopper shows and they're [01:14:00] kissing and what does that mean? I'm very intentional with explaining things to her because if I don't, she's going to make assumptions and God knows where she's going to get those conclusions from. And I think that we do our kids a disservice, like my parents did. They never talked to me about stuff. They never talked to me about my period, even.I thought I pooped my pants when I started my period, because I didn't know what was going on. I was like, “wow, I really did a bad job wiping my ass last time,” and no one told me. When you start, it's not actually red. It's a different color. No one tells you, why didn't anybody tell me those things? And so, I'm sitting – I was at a commercial audition, I remember – with my dad and I was mortified. I didn't want to do the audition because I'm like, “Dad, I think I pooped my pants. Like something's going on?” My dad didn't know. He's like, “ what are you talking about?” And so I feel like we do a disservice to them when we don't talk to them about things that they're really going to be exposed to by other people and that it does include drugs, and sex, and toxic friendships, and weight gain, and puberty, and hair; you have to have these conversations with them because they're going to be left to their own thoughts and they're teenagers and kids.I know what I was thinking when I was younger. I would rather have someone held my hand and walk me through like how to make decisions, like not to have sex at a young age, and this is why you shouldn't, and they won't like you more if you do, and if you're not comfortable, don't do it. But if you are comfortable, here's how you protect yourself. And you know what I mean? Parents need to be the ones to expose them to this type of real life. Michael Moore: Of all the [01:16:00] hundreds of presentations in boardrooms and stressful negotiations that I've been in throughout my career, I've never been more nervous than when my wife said, “when you get home from work today, we're sitting down with your oldest daughter and having the discussion.” And I mean, it was the worst buildup. I'm sure my heart rate was 170 plus the whole day, I was sweating, it was one of the best experiences of my life because – and my wife coached me through this – we were just completely honest and turned into it and had the conversation and it set a tone that she can talk to us about anything. And as long as she comes and talks to us, and we hear it from her, whether you made a bad grade or you made a bad choice or whatever the situation is, you're not going to get in trouble if you just come talk to us.And it's pushed its way down to our younger daughter. She feels the same way. And so, it's just this open, honest environment that they

She has a successful private practice in Beverly Hills, a fast growing eCommerce business, a hit show on Netflix, a popular conference, and she wants to slow it all down. Dr. Sheila Nazarian had a record year in 2020, but she is committed to taking breaks to regroup and fill her bucket. Did we mention she's also a wife, mom, activist, and philanthropist? Dive into this episode and listen in on how she does it all. Follow her on Instagram: https://www.instagram.com/drsheilanazarian/To learn more: https://nazarianplasticsurgery.com/eCommerce site: https://theskinspot.com/If you'd like to learn more about Gameday HR, visit www.gamedayhr.comIf you'd like to connect with Katrina on Instagram: www.instagram.com/katghazarian

Born a statistic, now succeeding at life and business. Josh Levin is the founder of Empowered Electric, an INC Top 500 company, and The Empowered People, a good(ish) podcast and personal coaching focused on not letting your past dictate your future. Whether it is about overcoming lies, fears, doubts or statistical odds, Josh has done it and it is his aim to be an Example not an influencer. In this episode we talk about growing a team, Lebron James, and his disdain for tacos. Learn more about Empowered KC: https://empoweredkc.com/Empowered People Podcast: https://empoweredkc.com/podcast/If you'd like to learn more about Gameday HR, visit www.gamedayhr.comIf you'd like to connect with Katrina on Instagram: www.instagram.com/katghazarian

So you built a $1 billion company, what do you do next? You start a podcast. On this episode we chat with the high [clean] energy CEO, Jayson Waller and dive into building a 1700 employee organization, hard lessons, and getting out of your head to perform to win. Listen to Jayson's podcast: https://trueunderdog.com/Follow Jayson on Instagram: https://www.instagram.com/jaysonwallerbam/Learn more about POWERHOME Solar: https://www.powerhome.com/If you'd like to learn more about Gameday HR, visit www.gamedayhr.comIf you'd like to connect with Katrina on Instagram: www.instagram.com/katghazarian

From an auctioneer on cruise ships to launching a 6-figure live event, Tara Oldridge has DONE IT ALL. As the Founder of the Vision to Business Live event, Host of the Business Insider and Entrepreneur Magazine featured podcast, The Smart Woman Show Podcast, and mentor to women around the world - Tara is focused on doing what she was called to do. In this episode we are learning how Tara found her passion, mistakes she's made in business, and how she continues to persevere. To attend Vision to Business: https://taraoldridge.lpages.co/vision-to-business/Follow Tara on Instagram: https://www.instagram.com/taraoldridgelive/If you'd like to learn more about Gameday HR, visit www.gamedayhr.comIf you'd like to connect with Katrina on Instagram: www.instagram.com/katghazarian

You will learn about: The sports philosophy behind Gameday's business approach  Creating meaningful connections between HR and employees How to humanize the HR role  The downside to traditional office perks  The safety of being yourself in the workplace How Gameday is changing the way people think about HR Show Notes: Hands up if you avoid all HR people. HR sucks. Even Katrina Ghazarian, CEO of Gameday HR, will agree with you on that one.  However, what would happen if businesses transformed their HR models and put the human back into Human Resources? Enter Gameday HR, the forward-thinking HR consultancy firm helping businesses empower their teams with data-led, connection-focused leadership. Forget the ping-pong tables, bean bags, and blow-out retreats — real employee engagement comes from meaningful interactions that scratch beyond the surface of a template questionnaire. HR doesn't have to be a dirty word if you're willing to calibrate how to integrate it with—not against—your workforce. After this, you'll have your HR department on speed dial.   Connect with us on LinkedIn: Adrian on Instagram: @adrian.k Dan on LinkedIn: Dan Tocchini Chad on Instagram: @chad.l.brown   Resources:   Learn more about Gameday HR Katrina on Linkedin: Katrina Ghazarian Join the Facebook community: HRMVPs by Gameday Grab your FREE change management ebook at change-imperative.com   Naked Leadership is a production of Crate Media

We've brought the Pastor of Disaster, The Impaler, Vaughn Jeremy, the man of many nicknames - Vaughn Kohler to the show. Best known as the Co-Host of the MFCEO and REAL AF podcasts with Andy Frisella, he is about to release his new book: Sacred Drive, Biblical Principles for Pursuing your God Given Potential. We get to go to church for a bit as I also likened Andy and Sal as gorillas while Vaughn the emu. Subscribe to Vaughn's Sunday Newsletter: https://vaughnkohler.com/Connect with Vaughn on LinkedIn: https://www.linkedin.com/in/vaughn-kohler-a1b75824/If you'd like to learn more about Gameday HR, visit www.gamedayhr.comIf you'd like to connect with Katrina on Instagram: www.instagram.com/katghazarian

There are many conversations happening around the importance of an inclusive workplace, but there isn't a lot out there about the tools needed to make this happen. In this episode, I sit down with Jonathan Shooshani the Co-Founder of JOON - an employee benefits platform aiming to reshape the landscape of employee care and transform the health of people everywhere. Find out the strategies this company used to develop partnerships with some of the fastest-growing and well known brands in today's market. To learn more about this amazing platform, visit http://joon.io Find Jonathan on LinkedIn: https://www.linkedin.com/in/jshooshani/If you'd like to learn more about Gameday HR, visit www.gamedayhr.comIf you'd like to connect with Katrina on Instagram: www.instagram.com/katghazarian

It was not intentionally done for us to start the year 2021 with episode 21, but I mean - the Universe is just speaking to me these days as it has been with author and The New Yorker cartoonist, Marisa Acocella. DIAL IN on this one, because it is packed full of inspiration, thought provoking questions, love, and how all of this can help organizations world-wide.Follow Marisa on Instagram: https://www.instagram.com/marisaacocella/If you'd like to learn more about Gameday HR, visit www.gamedayhr.comIf you'd like to connect with Katrina on Instagram: www.instagram.com/katghazarian

On this episode I sit down with a man on a mission to empower 1 billion people, David Meltzer. After starting and scaling a multi-million dollar sports marketing agency, David focuses his time on writing books, speaking as a keynote, and weekly live training hoping to empower as many people as he can.Listen to this episode to find out some of the biggest mistakes today's entrepreneurs are making and how to overcome them.Follow David on Instagram: www.instagram.com/davidmeltzerPurchase his books: http://www.dmeltzer.comIf you'd like to learn more about Gameday HR, visit www.gamedayhr.comIf you'd like to connect with Katrina on Instagram: www.instagram.com/katghazarian

The Ambassador of JOY, Barry Shore, is delighted to introduce YOU to KG. Katrina is the CEO of Gameday HR, a high impact and human-centric HR solutions company with a focus on emerging organizations in Consumer Products, Motion Pictures, Professional Sports, eCommerce, Manufacturing, and Healthcare. Barry and KG discuss working with entrepreneurs and C-suite executives and recognized the People Management and Engagement gaps that stopped organizations from thriving. She has played a key role in consulting several businesses from start-up to successful exits by supporting the essential functions of leadership, key personnel recruitment, employment infrastructure, and creating a culture that is engaged to win. Her vision to create a productive, healthy, and safe workplace for all is the inspiration behind Gameday HR - where owners are learning, processes are being implemented for growth, and companies are creating meaningful connections with their employees. Must SHARE Episode.

Katrina Ghazarian is the CEO of Gameday HR and a strategic Advisor for the Professional Collegiate League. You may have seen her Tedx Talk “If you can't Beat them, Join them, Then Beat them” on women occupying C-suite positions. She has been nominated as CEO of the Year by LA Business Journal in Gameday HRs first year in business.   Background sports and your ties and what it taught you climbing the corporate ladder, in male dominated industries #GirlBoss, #BossBabe Workplace mindset during a remote world Advice you would tell younger you   Connect with Katrina: company website: www.gamedayhr.com  Gameday fb: https://www.facebook.com/Gameday-HR-103542604931044/  Katrina Linktree: https://linktr.ee/katghazarian?fbclid=IwAR3_6oDXiLmDV4rGXLFQsHy8dx3U-2cIRLtOzmOsk-CqYm-9-72fjeBz3ow 

Social media has helped increase quantitative communication, but has exponentially decreased the quality of communication. Companies will have a much harder task communicating effectively with employees during this remote work period. Don't get caught in conflict avoidance - you'll pay a much higher price. If you'd like to learn more about Gameday HR, visit www.gamedayhr.com If you'd like to connect with Katrina on Instagram: www.instagram.com/katghazarian