Podcasts about mission vision values

Send us a Message!In this episode, we explore 3 questions from listeners and conversations with clients:  1.      What tools or initiatives do you think businesses should focus on for 2025?  2.     Why can we not find the certified and qualified talent we need?  3.     How important are your Mission, Vision, and Values to Organizational Culture?Our prescription for this episode: Start routinely asking yourself The Important Question: "What Needs To Exist First Before This Will Be Effective?" and be willing to do the work, relying on data and strategy.Check out our friends at Cato Creative Inc!You can reach out to us to talk more about any of these topics, contact us at info@roman3.ca or through our LinkedIn page at https://www.linkedin.com/company/roman3Don't forget to sign up for our New Quarterly Newsletter that launched in 2024.About Our Hosts!James is an experienced business coach with a specialization in HR management and talent attraction and retention. Coby is a skilled educator and has an extensive background in building workforce and organizational capacity. For a little more on our ideas and concepts, check out our Knowledge Suite or our YouTube Channel, Solutions Explained by Roman 3.

In this episode of Building the Billion Dollar Business, Ray Sclafani discusses the Stockdale Paradox and its application in year-end planning for financial advisors. He emphasizes the importance of balancing hope with realism to maintain high performance as the year closes. The conversation covers strategic planning, effective communication, and the significance of team dynamics in achieving long-term success. Sclafani provides actionable steps for conducting productive offsite meetings and highlights the need for data-driven decision-making and alignment with the firm's mission, vision, and values.Key TakeawaysYear-end planning is crucial for maintaining momentum.Engaged teams lead to higher profitability and lower turnover.Offsite meetings should focus on current performance and future planning.Avoid message fatigue by regularly revisiting core principles.The final months of the year are critical for strategic alignment.Tools You May Wish To ExploreDISC AssessmentKolbe IndexMyers-Briggs Type Indicator (MBTI)Culture IndexCliftonStrengths (formerly StrengthsFinder)For more information click here to visit The ClientWise Blog.Find Ray and the ClientWise Team on the ClientWise website or LinkedIn | Twitter | Instagram | Facebook | YouTubeTo join one of the largest digital communities of financial advisors, visit exchange.clientwise.com.

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What is the foundation for every powerful and aligned team? Mission, Vision, and ValuesTeams need purpose. Your mission, vision, and values anchor your team's efforts and help them see the bigger picture, especially when challenges arise. They provide clarity and direction, reminding everyone why their work is important.Tune in to discover:How to craft a compelling mission that is simple, memorable, and outcome-focused.Why refreshing your mission, vision, and values every few years keeps your team energized and aligned.The power of storytelling to bring your values to life and create deeper connections with your team.How to make these principles personal and use them in your own leadership journey.Mission, vision, and values aren't just for companies—they're essential tools for every leader who wants to create lasting impact.Learn how to turn these abstract concepts into powerful communication tools that will help you lead with purpose and clarity.****How you speak is how you lead. Want to study this with other leaders? Take a look at www.speakbydesign.com/join. That's our leadership communication program that includes private, group, and self-paced learning for every learning style. Hosted by Ausha. See ausha.co/privacy-policy for more information.

Do you know your mission, vision, values, and goals? If you have some that you wrote a long time ago, when was the last time you reviewed them?I go over mine pretty often. They can change over time, so it's important to keep coming back to them again and again. In this episode of the Design Your Business podcast, I'm walking you through my process for writing and reviewing your mission, vision, values, and goals. Topics covered in this episode include:Introspective questions to ask yourself about your mission, vision, and values How to sound different from your competitors A goal-setting method for successful entrepreneursIf you're feeling listless in your business, this is a good place to start to ground yourself. Get back to the core of why you do what you do and create a plan to achieve your dream life. I would love to connect on Facebook: https://www.facebook.com/JenTaylorConsulting/ & Instagram: https://www.instagram.com/jentaylorconsulting/!Resources Mentioned:Book a Free Business Audit Call: https://jentaylorconsulting.com/free-business-audit/ Show notes available at: https://jentaylorconsulting.com/design-your-wedding-business-podcast/

Kati Calhoun is a 21-year military wive and knows the pressures and struggles accompanying the associated financial, emotional, and mental stresses of being part of a military family. Over the years, she has seen how community support can positively impact families like hers. She has leveraged her professional skills as the Vice President of Marketing at Kent's Market, a board member of the Major Brent Taylor Foundation, and an avid volunteer with Operation Home Front to help hundreds of military families in need from grocery handouts, baby showers, scholarships, and other events designed to build strong, stable, and secure military families. She joins this episode of Relentlessly Resilient to showcase how others can help military families and find their own causes to cheer for.   Even though we live in challenging times, we can become ‘Relentlessly Resilient’ as we lean on and learn from one another’s experiences. Hosts Jennie Taylor and Michelle Scharf are no strangers to overcoming adversity; Michelle lost her husband to cancer, while Jennie’s husband, Major Brent Taylor, was killed in the service of our country. Their stories bond them together, and now listeners can join them weekly as they visit with others enduring challenges and who teach us how they are exercising resiliency, finding value in their grief, and purpose in moving forward.  Presented by Minky Couture, makers of the most luxurious and soft blankets with a mission to share comfort and love during the special moments of life. Listen to the Relentlessly Resilient Podcast regularly on your favorite platform, at kslpodcasts.com, kslnewsradio.com, or on the KSL NewsRadio App. Join the Resilience conversation on Facebook at @RelentlesslyResilient and Instagram @RelentlesslyResilientPodcast. Produced by KellieAnn Halvorsen.

In the final episode of this 2-part series, we delved into the importance of creating company core values. Core values serve as guiding principles that uphold a business's beliefs and conduct. They're a personal and intentional promise to you, to your company, to your team and to your clients about what they can expect and depend on. In this episode, we break down: The five questions to ask yourself AND your team as you begin to brainstorm potential values. How to narrow down and refine the values you've brainstormedExamples of company core values such as integrity, accountability, and respect. Using your core values to determine if a client or a team member are in alignment with your company. Take action today by creating or revisiting your agency's core values, sharing them with your team, and posting them online or on your business' website to ensure consistent alignment with these values. If you liked this week's episode, check out Part 1 of the series where we covered the difference between a mission statement and a vision statement and how to turn them into statements that truly guide your company's direction and decision-making! Listen to Episode 196 here. Hosted on Acast. See acast.com/privacy for more information.

In this episode of the How She Did that Podcast, our focus is on the importance of mission and vision statements for your business. These are not just documents to be created and forgotten; they are the guiding stars for your business's direction and decision-making. I broke down the difference between mission and vision statements and provided examples from well-known companies like Starbucks, Nordstrom, Duolingo, TikTok, IKEA, Disney, and the BBC.I also shared practical tips on how to infuse these statements into the daily life of your business, such as:Post them on your company website.Include them in client intro and onboarding content.Engage your team by asking how they've lived out the mission or worked towards the vision.And more! Join me next week for Part 2, as we delve into creating strong core values statements. Head over to tashabooth.com/podcast for more resources and ways to work with me! Hosted on Acast. See acast.com/privacy for more information.

Meet Lori Coda-Peterson from CodaVision! Lori is a sales coach focusing on leadership and revenue generation. In this episode, you'll hear Ang get coached by Lori on MISSION, where she's been stuck for a bit. Ang + Lori also discuss Vision + Values, specifically Values Statements. Come do a deep dive with us and listen as we break open a coaching session for you to listen and hear how Ang finally gets "unstuck" around mission. We're using this episode as part of an overall series all about the EWOW, The Entrepreneurs' Wheel of Work© Tool for business owners and leaders. Find out where business owners can get stuck on Mission, Vision and Values and find out how to get unstuck today! 

In this episode of the Prosperity U Podcast, we explore our Mission, Vision and Values. Discover the heart and soul behind the Prosperity Movement!

Pastor Ryan talks about the purpose of Canvas Community Church.

Mission, Vision, Values, Strategy

Mission, Vision, Values, Strategy

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Three questions: What makes your organization remarkable? How does this connect to its mission, vision and values?  Most important, how would you rate the alignment of your work and culture with the mission, vision and values?   This was what I spoke with Britni Eisenman, the founding principal of Stoke Fire about. Britni brings a unique perspective to the table, having transitioned from social work to advising CEOs on business strategy and organization development.   We explored how organizational alignment can and should significantly impact our HR practices and overall business success. Back  to the three questions above: do you decide what to do *and* what not to do based on your mission, vision and values?    Britni shared her insights on the importance of aligning your organization's values, mission, and actions:

Thank you for being with us as we listen to an amazing message!If you have any prayer needs, you can email us: prayer@tlcfamily.com.Make sure to visit our website TLCfamily.com.If you would like to give, you can do that at TLCfamily.com/give or by texting your giving amount to (325) 603-2970.You Matter!

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Pastor Ryan goes through the mission, vision, and values of Canvas Community Church. This message concludes both the We Are the Church series and the first Membership Process since we merged last year!

Original air date: April 20th, S1 E48When leaders are faced with performance and productivity slumps, what would happen if the first question they asked was, "what signals are we sending?" This week I highlight a key learning from Drew Fortin's episode where we unpack the direct relationship between "people problems" and leadership signals.Find out more about Drew Fortin:Drew is a people-first, values-driven leader with nearly 20 years of growth strategy and team-building experience across retail, marketing technology, local media, and HR tech. He spent 7 years at The Predictive Index, where he was Chief Growth Officer responsible for the company's strategy to build the world's first talent optimization platform. Drew is obsessed with helping leaders everywhere embrace the shift that technology is having on the employee/employer relationship. This led him to founding Lever Talent, where he is now CEO.He believes that you are capable of more than you could ever imagine.I am an extremely passionate growth leader. I started my career impatient, driven, and naive - pushing hard to climb the corporate ladder and eventually found myself fired from a highly coveted growth-stage start-up in my mid-20s. That moment sent me on a journey of self-discovery. I realized I'm a fixer, visionary leader, relationship builder, and goal setter. I'm successful working with people. I'm fascinated by the human condition and discovering how to use personal development and leadership to move the greatest growth lever - people. Over the last 18 years, I've learned that if you paint a vision big enough, vivid enough, surround yourself with people you admire and trust, and you'll be amazed at how quickly you can grow. On a macro level, the employee-employer relationship is broken. Thankfully, employees are gaining leverage, and the power dynamic with employers is shifting.I'm now the founder and CEO of Lever Talent, Inc. We're flipping the script by helping businesses lean into this shift - bringing humanity back to business.We help leaders find leverage in themselves, their teams, and their strategies. And we help companies find leverage by identifying their superpowers and developing complementary processes to spur growth at scale.Join the movement at levertalent.com. I use my LinkedIn to network, learn from others, and share any wisdom I've gained along the way. Let's grow, always, in all ways. Specialties: Talent Strategy, Growth Leadership, Cultural Transformation, Mission Vision Values, Team Building, Talent Optimization, Go-to-Market Strategy, Digital Transformation, Consulting:

Caleb Avery, CEO of Tilled believes “if you're just trying to compete on salary, you've really already lost. You have to have a mission and a vision and values in the organization that make you a destination that employees want to come to.”His experience has shown him that it's profitable to create an environment where people want to come work. As a leader, he invests in professional development for his team so they can be inspired by the work that they're doing and believe that the work that they're doing as individuals is contributing to the success of the business as a whole. Caleb knows that this requires that each employee understands the vision, and where the business is headed, as well as how their work individually contributes to that success. In this episode, learn about:creating company values for the first timethe importance of investing in coaching and developmentwhy being clear about mission, vision, and values results in less mistakestackling growth challenges as a leaderLove the show? Subscribe, rate, review, & share! https://turningthecornerllc.com/podcast

Being inclusive requires leaders to be intentional about setting the tone to create a culture of belonging. Join me this week as CEO Drew Fortin  unpacks proven methods for leaders to present clear signals that you are working in a team-first culture that actually cares about you! If you want to know how to build a world-class employee experience, listen in.More about Drew Fortin:Drew is a people-first, values-driven leader with nearly 20 years of growth strategy and team-building experience across retail, marketing technology, local media, and HR tech. He spent 7 years at The Predictive Index, where he was Chief Growth Officer responsible for the company's strategy to build the world's first talent optimization platform. Drew is obsessed with helping leaders everywhere embrace the shift that technology is having on the employee/employer relationship. This led him to founding Lever Talent, where he is now CEO.He believes that you are capable of more than you could ever imagine.I am an extremely passionate growth leader. I started my career impatient, driven, and naive - pushing hard to climb the corporate ladder and eventually found myself fired from a highly coveted growth-stage start-up in my mid-20s. That moment sent me on a journey of self-discovery. I realized I'm a fixer, visionary leader, relationship builder, and goal setter. I'm successful working with people. I'm fascinated by the human condition and discovering how to use personal development and leadership to move the greatest growth lever - people. Over the last 18 years, I've learned that if you paint a vision big enough, vivid enough, surround yourself with people you admire and trust, and you'll be amazed at how quickly you can grow. On a macro level, the employee-employer relationship is broken. Thankfully, employees are gaining leverage, and the power dynamic with employers is shifting.I'm now the founder and CEO of Lever Talent, Inc. We're flipping the script by helping businesses lean into this shift - bringing humanity back to business.We help leaders find leverage in themselves, their teams, and their strategies. And we help companies find leverage by identifying their superpowers and developing complementary processes to spur growth at scale.Join the movement at levertalent.com. I use my LinkedIn to network, learn from others, and share any wisdom I've gained along the way. Let's grow, always, in all ways. Specialties: Talent Strategy, Growth Leadership, Cultural Transformation, Mission Vision Values, Team Building, Talent Optimization, Go-to-Market Strategy, Digital Transformation, Consulting

"We have momentum, and momentum is hard to get, fun to have, but easy to lose. So Stakeholders, let's take a hold of what God is doing here." In this week of our vision series, we look at the mission, vision, values of our church and the direction God is leading us.

Can you state your mission statement without reading it? If the answer is no, you HAVE to tune in! In this episode, Victoria shares the importance of knowing your company's mission, vision and values early on and how it changes the whole trajectory of your entrepreneurial career. For show notes, head to www.brandwelldesigns.com/thepodcast/episode83.Follow BrandWell on Instagram.Save 50% off your first year of Honeybook using this link! 

Pastor Paul talks about our ranked values as a church, beginning with Love.

Pastor Paul talks about taking advantage of breakthrough. This is part two of our focus on what our Mission, Vision, and Values are as a church.

Pastor Paul talks about our mission to demonstrate the love and power of the Holy Spirit and being rooted in obedience.

Here are the things to expect in the episode:Why are vision, mission, and values essential to entrepreneurs?How can you run a successful business with no experience?Do values contribute to business success?What do successful entrepreneurs focus on?And much more! About Sandra:Sandra Yancey is the CEO and Founder of eWomenNetwork. Her company is a multimillion-dollar enterprise with over 500,000 women connected through 118 chapters spread across North America, Australia, and the United Kingdom. eWomenNetwork produces over 1,500 women's business events each year and the largest multi-day International Women's Business Conference of its kind in North America annually.In addition to authoring 6 best-selling books on business, Sandra is an award-winning entrepreneur and is recognized by the International Alliance for Women as one of the world's 100 Top Difference Makers and by CNN as an “American Hero”. The eWomenNetwork Foundation she created has, to date, awarded cash grants to 115 non-profit organizations and scholarships to 186 emerging female leaders of tomorrow. Connect with Sandra Yancey!Websites: https://www.ewomennetwork.com/ | https://vimeo.com/ondemand/theglowprojectFacebook: https://www.facebook.com/ewomennetworkTwitter: https://twitter.com/eWomenNetworkLinkedIn: https://www.linkedin.com/company/ewomennetwork/YouTube: https://www.youtube.com/user/eWomenNetwork Connect with  Anne Zuckerman!Websites: https://justwantedtoask.com/Bezi Woman:  https://beziwoman.com/ | https://www.beziwoman.shop/two-step-order1591558404525Facebook: https://www.facebook.com/bezibradiscsInstagram: https://www.instagram.com/beziwoman/

The disappointment in mission, vision and value statements in organisations is omnipresent. Is this the usual outcome, or is there a better implementation approach? Niels Brabandt discusses the issue in this week's episode. Your host: Niels Brabandt / NB@NB-Networks.com

This week I talked to Don Davis of 5280 Life Sciences Consulting. Don helps companies scale up through leadership development, project and process improvements. He is also the host of the Life Science Success podcast.The challenge comes when a small company of about ten employees becomes successful and gets an influx of cash and all of a sudden is becoming a company of one or two hundred. Interestingly, the first thing he mentioned were mission, vision and values. It’s important to know where you are going and those things support the right decisions and behaviors. He also pointed out that when you get to 200 employees, most of the managers weren’t there at the start. If they are not dialed into the direction you are going, things can unravel.Beyond those basics, we talked about how companies of any size should evaluate the tools they will invest in, beginning with requirements and working from there. At some point, that small company may be acquired by a bigger company and that brings another set of challenges with integration. It’s not always a case of migrating data. Often small companies will use a tool in ways other than intended. Valuable assets can be lost if those systems are shut down following the acquisition without knowing what information is kept there.If you want to support this content, here are some ways to help. Thanks!I highly recommend this episode to anyone who is growing their business either by investment or acquisition.Don on LinkedInChat with Chris about content for demand generation. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit cclifescience.substack.com

Jill Agonias is a young entrepreneur fueled by a passion for seemingly impossible challenges. As a yoga teacher, rock climber, surfer, world traveler, and philanthropist, Jill's motivated to share her love of yoga, obsession with adventure, and advocacy for equity through Sol Seek Yoga Studio.Before owning Sol Seek, Jill helped lead Vitamin Angels' marketing strategy - a global nonprofit that gives lifesaving vitamins to underserved populations. After nearly 4 years at Vitamin Angels, she traveled around the world practicing yoga at studios in 20+ countries while simultaneously working remotely as a marketing consultant for small businesses and nonprofits.The culmination of these experiences inspired her to take over the ownership of Divinitree Yoga Studio when she returned to the United States in 2018. Little did she know she would revive a failed business, endure a global pandemic, almost go bankrupt, but still come out on top with a new name and brand, and renovated studio. Sol Seek is now a recognized and respected refuge and staple in Santa Barbara, California. As an Asian American woman, Jill is also passionate about making yoga accessible and inclusive for people of color, LGBTQ+, and other marginalized communities. She uses her business as a tool for education and advocacy to help create more equitable communities within her community and beyond.She purchased a failing studio unknowingly that it had with a bad reputation and slowly and carefully turned it around into a successful community studioShe created a studio business plan way before owning a studio through the Women's Economical Ventures Santa BarbaraThe importance of doing due diligence before buying a studio and the lesson learnedHow Jill spent time to build trust back with instructors, students and the communityThe importance of your website as first impressions and making sure the inside of the studios is shownHow the website integrates with Mindbody and  Brandbot for lead generation and lead nurturing campaignsThe decision to sell directly to membership via an intro offer where the student has to opt out instead of opting in to a reoccurring membershipThe first impressions of the in-person experience and how front desk training helps make new customers feel welcome and part of the community.Mission Vision Values are EVERYTHING How she is not afraid of taking on debt and having a tolerance for risk to get aheadThe structure of her team of 35 employeesHow structure and systems have given her freedom to explore her other passions and travelsSOL SEEK YOGA STUDIOhttps://solseekyoga.comINSTAGRAM  http://www.instagram.com/solseek.yoga_______________________________MICHAEL JAY YOGA & CONSULTINGAND YOGA BIZ CAMP:http://www.yogabizcamp.comInstagram @yogabizchampMichael's software resourcesMichael's free resources Book a free session with Michaelhttp://www.MichaelJayOnline.com

Welcome to Mountain View Church! Make sure you are subscribed so you get notified about future livestreams and please share... The post April 24th | MESSAGE | Mission, Vision, Values | Mountain View Church appeared first on Mountain View Church.

Cassie Whitlock is the Director of Human Resources at BambooHR. She has over 20 years of HR experience with a Bachelor’s degree in Business Management and Accounting and a Master’s degree in Human Resources. She loves the intersection of business and humans and believes that when companies focus on the human aspect of their people, the people, in turn, focus on the business needs. She enjoys her work most when she can take her talents in data, processes, and human psychology to make someone's day better. She is also a proud mom of 2 and is absolutely loving life being a Nana to 4 (soon to be 5) wonderful grandchildren. ‍ Talking Points: Cassie's journey from accounting to people leader Unique obstacles SMBs face Moving anti-harassment training from compliance to a way to enhance company culture What is the role of a people leader? How do you build a culture of support? Mission, Vision, Values model How BambooHR selects what benefits are worth investing in Crafting a mission statement for your 401k plan How to find value in any work project? Frameworks for constant improvement in your organization Resources: Connect with Cassie on LinkedIn:

In this episode I detail my expectations of my self and the people I have been fortunate enough to supervise in the past and how they have evolved over the years as my role and I have evolved as a leader and person. I also detail what I think Mission Vision and Values are, how to share them and why they are important.

Pastor Paul talks about what our mission is and the values in which we make decisions.

As a business owner you may have heard of these three important words “mission, vision and values”. Do you have them defined for your brand? Have you thought about what they can do for your business? Having these three areas defined in your business can do so much if you use them the right way and share them with your consumers. Defining who you are as a brand takes time and thoughtfulness, don't leave it up on a shelf. Consumers want to know! Today on the podcast Sarah is joined by Felice Thorpe, founder of Felice Foods, through which she provides sales director consulting services. Felice has strong roots in American agriculture and began her food career over 20 years ago as Director of Business Development for an organic grains company. She moved on to become National Sales Director for O Olive Oil, where she gained placement into Target and Walmart. She served as Sales Director for many of our favorites… Point Reyes Farmstead Cheese, Laura Chenel, Marin French and St Benoit Creamery; where she achieved exporting cheese to Asia, and expanding national distribution.  Felice is joining us to talk about how having a clear Mission, Vision and Value statement can:    -Positively affect your business financially both internally and           externally    -Better align you with potential buyers and customers    -Help you make business decisions to grow as a company    -Bring you loyal customers  Connect with Felice: Website: www.felicefoods.com Instagram: @thorpefelice LinkedIn: Felice Thorpe Tune in to learn more, and  visit sarahdelevan.com or the to learn about our new + updated services.  Follow along on Instagram: @sarah.delevan.consulting Join us in the Profitable Food Business Community 

Have you created mission, vision, and values statements for your business? Or, is it time to recalibrate them? It's easy to get cynical about the idea of creating your mission, vision, and values. A lot of companies put forward nice-sounding, sweeping statements that have no connection in reality to how they're actually conducting business.  But, if done authentically, your mission, vision, and values can serve so many meaningful purposes to you, your business, and your team. This week's podcast is devoted to a discussion on how to conceive and create them with Janna Lindquist, the Team Whisperer whose consultancy “transforms the workplace that drains you into the team that fuels you.” (How's that for an awesome mission statement!) Janna has some specific questions to ask yourself that will lead to the answers that are your unique mission, vision, and values. It's a simple way of arriving at something that typically feels overwhelming to small business owners and solopreneurs. You CAN actually have a mission statement that reflects what you do, a vision statement that reflects what you're trying to achieve, and values that guide your interactions out in the world. It's a new year—the perfect time to fill a blank page with words to do business by. Listen in! About Janna Lundquist: As founder and CEO of Janna Lundquist Consulting, Janna transforms frustrated, overwhelmed groups into cohesive, high-performing teams. People call her the Team Whisperer. Clients hire her for strategic planning, workshops, and executive coaching. Eighteen years of experience in corporate, entrepreneurial, and nonprofit settings gives Janna a deep understanding of team dynamics, employee engagement, and leading through change. The values of trust, growth, focus, and prosperity guide her work. Janna collaborates with a global JLC team, and clients throughout the U.S. and Canada, from her home base in Missoula, Montana. When she's not reading Diary of a Wimpy Kid or Harry Potter with her two elementary-aged kids, she goes to live music shows and hangs out with her book club that doesn't read books anymore. Links and Resources: Janna Lundquist Consulting Time Stamps: [2:41] - Have touchstones that you can refer to when you're being pulled in different directions [5:49] - Put a pin in it, save some of your ideas for later if you're low on bandwidth [7:42] - Janna's analogy of the dimmer switches to adjust during different seasons of our lives [12:51] - How to start thinking about creating Mission Vision Values [14:06] - Janna's background  [14:55] - Mission answers why do you exist in the world?  [15:20] - Janna's team's mission statement [18:31] - The magic question that defines your Vision  [20:40] - Flying the plane at the right altitude when you're doing planning  [21:57] - Values are behavioral  [23:15] - Janna's team's four core values [24:00] - Growth mindset is not about perfection [27:43] - Shared values are the connective tissue with your team [30:49] - The power is not in the perfection; the process is the product [33:27] - If you have a team, set up a brainstorm for Mission Vision Values  [34:53] - How can solopreneurs create their Mission Vision Values and avoid blind spots [41:07] - Discernment is essential for business and values can help with that [43:40] - Amber's annual What's On Your Plate workshop is coming up in two days

We chat with industry legend Margaret McGuckin, Co-founder and Principal of i3 Ignite and leader of the Middle School Coalition that saved Camelback Mountain. We talk about how mission/vision/values are not enough, what operating principles are and how to strategically and effectively scale your practice.

God has been working in and through Willow for 46 years—bringing people into eternity-altering relationships with Jesus, mending marriages, healing families, impacting entire communities, and sharing His Good News across the globe. As we step into the future together, Senior Pastor Dave Dummitt and the team are excited to share about the hopes and dreams that God has been stirring in our midst. Be part of praying, worshipping, and hearing what's next for Willow at our Worship & Vision Night

Julie Podewitz, chief sales officer for Vitality Senior Living, chats with Luke about why everyone — residents, their family members, and employees — needs to know and understand your company's mission, vision, and values. And, Julie just published a book: Solving the Occupancy Puzzle. Click here to buy it on Amazon. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Belonging cuts both ways with credit unions. In addition to the personalized financial expertise that members receive, credit unions also offer meaningful career opportunities and advancement to their employees. Diego and his guests explore the personal and professional impact that credit unions can have, especially in communities of color - with  Juan Fernández Ceballos, president and CEO, Credit Union Association of New Mexico; Deb Salazar, chief experience officer, Del Norte Credit Union; and Chris Murrin, sales experience support manager, GTE Financial.  Credit unions aren't just great places to bank; they're great places to work, too! Because they cater to the specific needs of their community, every credit union offers its members and staff a chance to truly belong. “Credit unions do great things for the communities, do great things for their customers, their employees,” says Deb, who began her credit union career in 2006. “I went to work for a credit union in Albuquerque, and it was like coming out of the dark into the light.” She's excited to watch as the next generation of employees define Del Norteño pride for themselves and advance DNCU's mission, vision, and values in their own unique ways.  Like Deb, once Juan started working for a credit union, he never looked back. While his primary focus is on creating more awareness around what credit unions can do for their members, Juan's also looking at opportunities to recruit young talent into leadership roles, especially among Latinos and people of color. “As we work toward creating a more diverse, equitable, and inclusive credit union movement, we need to invest in the leadership, coaching, and mentoring programs that are needed to help build up our staff and our members.”  There's no better expression of wholehearted belonging than a credit union career. “We give so much of ourselves for our members, communities, and each other, especially in challenging times,” agrees Chris, adding that the culture has more in common with a family business than an imposing institution. “It just makes you feel like you're part of something,” he says.   Learn more and tell us what it means to YOU to belong: http://www.financialteainthemorning.com   Financial Tea Hot Sip: You don't necessarily need to belong to a specific professional group or organization to become a credit union member. Search for the nearest credit unions in your community. Find one with a mission and culture that fits your needs. You're just a few clicks away from belonging!   Featured Guests Deb Salazar Chief Experience Officer Del Norte Credit Union LinkedIn   Juan Fernández Ceballos President and CEO Credit Union Association of New Mexico LinkedIn   Chris Murrin Sales Experience Support Manager GTE Financial GTEFinancial.org LinkedIn *** Financial Tea in the Morning is brought to you by Del Norte Credit Union. Produced and Edited by Andrea Klunder at The Creative Impostor Studios and mixed by Edwin R. Ruiz Recording Engineer: Kabby at Kabby Sound Studios in Santa Fe Hosted by Diego Muñoz Theme music by Ricardo Lambert Cover art by Leonard Cummings Logo design by Charlie Gonzalez at Axess Multimedia  

In this episode, your host, Jeff Ford talks to CompassMSP's Ari Santiago about innovating, remote support, core values, and more. Check out Jeff's website here: https://www.compassmsp.com/

Pastor Ron and Crystal Hoffman

Mission Vision Values with Craig Kinyon from Reid Health (05/13/2021) - The President & Chief Executive Officer is nice enough to stop by to tell Kelley & Ray about the updates to Reid's official philosophy.

In this episode I'm going to take you through the mission, vision and values of the Eternal Crown Lifestyle, so you can understand what the purpose of the Eternal Crown Lifestyle is, where it's going, what it stands for and why this is important to you. To leave your feedback, request one on one coaching services or for more information please visit www.EternalCrown.Life & use the contact form.

Building the Life You've Always Wanted Learn how these foundations for living grow out of vocation while each has special qualities of their own that give a powerful foundation for focus, direction, and decision-making in life.

I co-wrote a book with Dr.Izdihar Jamil called “22 Success Secrets From Inspiring People Around The World” that became a #1 international bestseller, and even passed the iconic book “Think and Grow Rich” in the UK. I wrote a chapter outlining a summary of my story along with success principles that invoke freedom habits, which inspired our new book being written titled “Passion 2 Profits - How to drive impact and income even you don't know where to start". Our team realized that we could choose to assume “expert status” and write a book based on what we know from working with clients in multiple niches around the world with their marketing & sales campaigns… Or We could involve a wide group of Rockstar entrepreneurs and business leaders from all over the world that are striving to turn their passions into profits. We decided to write one chapter a week for the first quarter of 2021 while coaching said elite group once a week including a coaching program in conjunction with the book, as we help address their biggest challenges and questions on their unique journeys of turning their passions into profits. Our co-founding agency partner Zach Schuenke and I have decided to run the program and write 4 drafts (1 draft a quarter) in conjunction with the Passion 2 Profits program before launching the final draft of the book in the first quarter of 2022... With an aim to further expand our already proven systems and processes with hundreds of Rockstar Entrepreneurs & Business leaders in 2021. We are dedicated to help you turn your passion into profits. Enjoy this episode where we read the 2nd Draft of Passion 2 Profits - Chapter 4 - called “Mission, Vision, Values“. In this chapter, Bryan leads the reading as he guides you through how to develop your own Vision, Mission, and Values. Let’s GROW! B

Stuart and Craig discuss the new start up, https://waymaker.io Waymaker is a platform that helps leaders set start up, scale up or smarten up by doing less to achieve more.  Waymaker is two things:1. The Waymaker Way - a management framework which helps you make sense of your business & how to grow it.  2. Waymaker.io - a SaaS platform which uses smart algorithms and predictive analytics to bring your business to life through the Waymaker Way.  The platform exists for two groups of people. Businesses and their coaches. Go and subscribe to the new Podcast The new Waymaker Podcast: Leadership TorqueThe Waymaker podcast is all about how organisations can achieve more by doing less.Whether you want your business to start up, scale up or smarten up, The Waymaker Podcast will help you learn.You will learn a new way to manage your organisation. One that uses simple principles to create compounding strategic growth.  We will explore tools to grow your organisation from idea to market leader.   You will learn how to:a/ Lead with stronger vision & purposeb/ Find and own profitable marketsc/ Win strategic market positionsd/ Create innovative and valuable business modelse/ Deliver remarkable customer experiences  f/ Nurture inspiring employee experiences. We will bring practical lessons to life from Waymaker leaders, coaches and customers. Lessons you can apply in your business today and reap the benefits tomorrow.  Every episode will help you lead your business clarity, alignment and simple action.  Create remarkable results in your business. Achieving more by doing less and enjoy the journey of business & life. 

In my Get Your Act Together Strategy Sessions, we always start with Mission, Vision and Values. I think it’s incredibly important but I sometimes get push back that it’s only for big companies with lofty goals.  But MVV is important for any level of business, even if it’s just you in your pjs working your side hustle.

Organizations have a mission, vision, and set of values, so why shouldn't we? A pivotal moment in my transition journey into HR was discovering my own mission, vision, and values. Why? Because it ensured I was true to myself, aligned with the companies I applied to, and lessened the risk of another job that felt off. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

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5 questions to ask every new hire...EVERY. SINGLE. WEEK! It never fails to happen after hiring...the honeymoon phase is over, the patience is wearing thin with the new employee, and they seem to maybe have fibbed a bit on their resume. Well, they’re your problem now...YOU HIRED THEM! We see it so often with our clients. A business owner gets so excited to hire someone and thinks they’re going to magically fix so many problems just by existing in the business! But, as you and I know, that rarely happens. New hires come with baggage! They come with bad habits and different ways of doing things. So often, business owners tolerate things that drive them nuts until finally it all boils over and they blow up...ok, let’s NOT do that if we can help it. This is the reason we put together an incredible onboarding process for every new hire. I know this process backwards and forwards, because I’ve been participating in it weekly for almost the past 6 mos. That’s right...every week. For 6 months! Here’s what I can tell you… it works! It has given me radical clarity for how to do the job I’m being asked to do and also has helped shape me into the employee that my boss desires. So, here’s 5 questions to ask your new hire...every single week! Carve out some time and get it on the calendar for onboarding time. Never cancel it and watch the results! 1. How are you seeing us live out our Mission/Vision/Values? Give your employees a chance to tell you if they even know the mission/vision/values of your business. You might be shocked to realize you’ve never communicated that to them. Hopefully, you hear a little bit about how your business is accomplishing these things and it’s an encouragement to you as the owner, but if they can’t point to anything you need to swallow your pride and figure out a better way to show these in the day to day. 2. What are you seeing? You’ll never get your employees eyes back. Now, what does that mean? Well, they will see things and experience things that you want to capture. Things that seem a little off or things that they’re probably asking why do we do things this way? You want to give them an open ended question to be able to ask about them. WHo knows? It may give you perspective you need that you had never considered before, since you’ve see it done one way forever! It’s so valuable to capture their experience and what they’re seeing from day one. 3. What questions do you have about your Job Role? This ones simple, give them a chance to tell you where they’re struggling and where they lack clarity in their role. So often new employees just want to act like they have it all together, but this gives them the chance to admit where they’re struggling so you can get them up to speed faster! It also helps you record processes that are unclear or ones that you need to have written down! 4. What do you need from us? Again, this ones simple. Give them an open ended question to ask for help, if needed. This is relational more than anything. Ever week they will hear that you are for them, on their team, wanting them to succeed and willing to do what it takes to help them succeed. That’s all you can ask for as an employee. 5. Here’s what we see… Here’s your moment to offer encouragement and critique their work. Notice that it needs to be BOTH! But too often, we wait for a year end review to offer critical performance reviews. This gives you a weekly time to make small tweaks along the way. It makes job performance normal instead of it feeling like the end of the world when your boss unloads on you! It also keeps you from sweeping things under the rug and building up resentment towards employees. Let’s talk about it, get it out of the way, fix it and move forward! That’s it. Record the answers as you go, so you can come back to them and have documentation from all of these answers. It’s life changing for your employee, too. Imagine having a boss that gave you a voice to speak out on what you see, gave you clarity about what you’re being asked to do, offered to help whenever needed and then offered constructive feedback each week. That’s what your business needs! That’s what your employees need from you, as the owner. Don’t wait for them to figure it out, but take control of the onboarding process today...even if your employees have been around for months or years. It’s never too late to start. Have a great day y’all!  

5 questions to ask every new hire...EVERY. SINGLE. WEEK! It never fails to happen after hiring...the honeymoon phase is over, the patience is wearing thin with the new employee, and they seem to maybe have fibbed a bit on their resume. Well, they're your problem now...YOU HIRED THEM! We see it so often with our clients. A business owner gets so excited to hire someone and thinks they're going to magically fix so many problems just by existing in the business! But, as you and I know, that rarely happens. New hires come with baggage! They come with bad habits and different ways of doing things. So often, business owners tolerate things that drive them nuts until finally it all boils over and they blow up...ok, let's NOT do that if we can help it. This is the reason we put together an incredible onboarding process for every new hire. I know this process backwards and forwards, because I've been participating in it weekly for almost the past 6 mos. That's right...every week. For 6 months! Here's what I can tell you… it works! It has given me radical clarity for how to do the job I'm being asked to do and also has helped shape me into the employee that my boss desires. So, here's 5 questions to ask your new hire...every single week! Carve out some time and get it on the calendar for onboarding time. Never cancel it and watch the results! 1. How are you seeing us live out our Mission/Vision/Values? Give your employees a chance to tell you if they even know the mission/vision/values of your business. You might be shocked to realize you've never communicated that to them. Hopefully, you hear a little bit about how your business is accomplishing these things and it's an encouragement to you as the owner, but if they can't point to anything you need to swallow your pride and figure out a better way to show these in the day to day. 2. What are you seeing? You'll never get your employees eyes back. Now, what does that mean? Well, they will see things and experience things that you want to capture. Things that seem a little off or things that they're probably asking why do we do things this way? You want to give them an open ended question to be able to ask about them. WHo knows? It may give you perspective you need that you had never considered before, since you've see it done one way forever! It's so valuable to capture their experience and what they're seeing from day one. 3. What questions do you have about your Job Role? This ones simple, give them a chance to tell you where they're struggling and where they lack clarity in their role. So often new employees just want to act like they have it all together, but this gives them the chance to admit where they're struggling so you can get them up to speed faster! It also helps you record processes that are unclear or ones that you need to have written down! 4. What do you need from us? Again, this ones simple. Give them an open ended question to ask for help, if needed. This is relational more than anything. Ever week they will hear that you are for them, on their team, wanting them to succeed and willing to do what it takes to help them succeed. That's all you can ask for as an employee. 5. Here's what we see… Here's your moment to offer encouragement and critique their work. Notice that it needs to be BOTH! But too often, we wait for a year end review to offer critical performance reviews. This gives you a weekly time to make small tweaks along the way. It makes job performance normal instead of it feeling like the end of the world when your boss unloads on you! It also keeps you from sweeping things under the rug and building up resentment towards employees. Let's talk about it, get it out of the way, fix it and move forward! That's it. Record the answers as you go, so you can come back to them and have documentation from all of these answers. It's life changing for your employee, too. Imagine having a boss that gave you a voice to speak out on what you see, gave you clarity about what you're being asked to do, offered to help whenever needed and then offered constructive feedback each week. That's what your business needs! That's what your employees need from you, as the owner. Don't wait for them to figure it out, but take control of the onboarding process today...even if your employees have been around for months or years. It's never too late to start. Have a great day y'all!  

In this episode, Brian discusses family, business, and the driving force behind creating a successful business. Level Method: https://levelmethod.com

Maria and Michelle would like to welcome you all to their new ‘Culture, Culture, Culture' series, which is really a spin off from their earlier ‘Shut the Culture Up' series. The first installment today, titled ‘Mission, Vision, Values', is one that is always important, but especially now, given the current state of the world. Some companies get these right, but many do not, so there couldn't be a better time for our skilled and experienced hosts to walk you through these crucial components and provide their valuable insights and advice along the way. They begin by reviewing the process they went through when creating the mission, vision, and values for REL Talent, and then explore the issues that can arise when this is not done well, communicated properly, or ‘bought into'. They then examine each of these three components in depth, providing definitions, examples, and strategies, which will prove beneficial to employers and employees alike. To conclude, they demonstrate how these components are important to an organization's culture, and how REL Talent can help you simplify the creation of a positive culture within your company. Once again, this is an important topic at any time, but it has never been more important than it is now, with all that is and has been going on in the world this year. You will quickly discover that today's episode provides a powerful introduction to this month's series about the simultaneously simple and complex nature of establishing culture. The Finer Details of This Episode: REL Talent's process of establishing their mission, vision and values Issues that arise when the organization's vision isn't clear, agreed with or followed The importance of knowing who you are What employers need to help employees make decisions that are aligned with their mission, vision, and values The example of Starbucks' business priority action The purpose statement Your vision and the two critical pieces to it The difference between vision and mission Assessing your vision and mission Values and how they influence employee decisions and actions The example of the values that Dave Thomas created for Wendy's How mission, vision, and values are important to culture Simplifying culture with REL Talent Quotes: “We needed to also identify what we did actually value and consolidate it as one team and one business.” “You have to be clear who you are and have enough vision to be flexible to change.” “Can I stand for what they stand for?” “Who you are is more important than what you're going to ask me to do.” “When your purpose is so big, you just keep trying harder.” “None of your employees give a fuck how rich you want to be.” “It's a sucky world.” “Your vision has to paint your employees as a part of that journey.” “Here's how we behave as employees of this organization.” “Tie it back to those values every time.” “I think they should be posted in every place possible.” “As long as they get the idea, who cares if people memorize some words?” “Your purpose statement and your values - probably something that people should really know.” “You need to have control over the narrative and what's happening in real time.” “It requires some work.” “If you have any intentions of growing, you've got to get this piece down.” Show Links: REL Talent homepage: https://www.reltalent.com/

Marketing professionals love their language – and their labels.But all too often, it can be hard to cut through the jargon and focus on what will make a difference. What's exactly is a mission statement? More to the point, does it really matter?In this episode, Alan, Siân and Helen talk about how to regain your focus when you're going through a branding exercise, and cut through all the jargon and negativity that can sometimes get in the way. (And yes, there's still room at the table for our old pal the vision statement.)Share your agonies (and anything else)Got a brand agony you'd like us to answer? Send an email to podcast@blackad.co.uk and we'll do our very best to help.Or maybe you just want to tell us what you think of the podcast. It's the same address: podcast@blackad.co.uk

I used to think Mission Statements were just a nice idea. That was before I ever faced an existential crisis as a leader. In the moments when I had to lay off my friends, or got sued, or watched revenue fall off a cliff I had zero good options, no idea what was going to happen, and yet I had to make a decision and take action. In those darkest of moments the only thing that helped was remembering why we even started the company in the first place. What do we value? In those moments where everything looks terrible you want to have a mission statement that actually means something. That you actually believe with all of your heart. Because if it's just empty words, then in that toughest of moments, you really have nothing. And you'll lose heart and give up. So now you're going to hear a crazy story of this actually happening. This story is brought to you from Delcie Bean. Delcie is the founder and CEO of Paragus IT. He's going to introduce himself and the dive right into the story. Then we'll circle back and define terms and walk through how to do this for your company.

Week 4 - Mission/Vision/Values for Keystone ChurchWe would love to connect with you! You can visit our website www.keystonechurchpa.com Or come and say hello on social media! Instagram: @thekeystonechurch Facebook: Facebook.com/keystonechurchpa

Week 3 - Mission/Vision/Values for Keystone Church We would love to connect with you! You can visit our website www.keystonechurchpa.com Or come and say hello on social media! Instagram: @thekeystonechurch Facebook: Facebook.com/keystonechurchpa

Week 2 - Mission/Vision/Values for Keystone Church We would love to connect with you! You can visit our website www.keystonechurchpa.com Or come and say hello on social media! Instagram: @thekeystonechurch Facebook: Facebook.com/keystonechurchpa

The Away travel brand went from a fast-growing popular brand to the epitome of the new toxic work environment leading to one of the CEO’s & co-founder stepping down. A workplace can become toxic by inches, like a lobster boiling in a pot of water, before you know it the environment has taken it’s toll mentally & physically. In this episode, we take a look at the toxicity that Away’s CEO Steph Korey’s micro-managing created, and the way the companies ‘values’ were used to manipulate its employees into working underpaid hours in difficult conditions.  This is the first case study where we break down the toxic work environment, how it happened, and what could have been done differently. What you’ll hear in this podcast: The Away company was a toxic workplace How the employees were manipulated How Micro-managing impacted the environment How a companies Mission Vision & Values was used against staff The use of SLACK as the only means of communication and how that impacted communication Bullying with a smile How public shaming was used to keep employees in line. What was done right What went wrong How fear isolated individuals How loyalty was used to manipulate Work with Lara   Apply for an On-air Coaching Call! Free Breakthrough Assessment Got a Question? Comment? Email Support@laracurrie.com Corporate Training Difficult Happens by Lara Currie Difficulthappens.com/workwithme/    Sources: Here’s the leaked memo in which Away tells employees not to fave The Verge’s investigation   Former Away employees describe a toxic work environment at the luggage company   Away Warns Employees Not to 'Like' or 'Fave' Article Detailing Execs' Psycho Behavior   Away's CEO Resigned Over a Toxic Workplace Due in Part to the Company's Use of Slack   New Away leaks reveal employees worked without heat, struggled with headaches and nausea   Resources: The Need to Belong: Desire for Interpersonal Attachments as a Fundamental Human  Motivation  The Secret Gift in Every Emotion Your Conflict Personality Type Assessments in all their glory How to Combat Manipulative Behavior Show Intro music is Whispering Through by Asura

Today the podcast has reached a milestone, at episode 100. Starting back in February 2016, it has taken a little over 3.5 years to get to this point. I hope you have been one of those who have come along on the journey. I am calling today's episode, “Your mission, vision, values, and offerings … … Continue reading 100 – Your mission, vision, values, and offerings … in 10 minutes →

What is your Purpose, Mission, Vision, Values? Thank you for watching our video. We post videos DAILY videos about fatherhood & family, online business, and world travel. Currently, we have been to over 80 countries on 6 continents and our goal is to be the FIRST FAMILY to visit every country in the word. GET EMAIL UPDATES on our website: http://www.DaddyBlogger.com LIKE us on Facebook: http://www.facebook.com/DaddyBlogger SUBSCRIBE to us on YouTube: http://www.youtube.com/tokyoricky FOLLOW us on Twitter, Instagram, and Pinterest: http://www.twitter.com/tokyoricky http://www.instagram.com/tokyoricky http://www.pinterest.com/tokyoricky Also, check out our Digital Nomad Mastery business at: http://www.DigitalNomadMastery.com #DaddyBloggerWorldTour #DigitalNomadMastery

Isaiah 6:1-7:25; Ps. 54:1-7; Prov. 23:1-3; II Cor. 11:16-33

September 9, 2019 Isaiah 3:1-5:30; Ps. 53:1-6; Prov. 22:28-29; II Cor. 11:1-15

As the owner and founder of Transformation Empowerment Solutions, known as TransformationbyCarmen.com, Carmen has been resiliently studying and perfecting her craft while completing her Doctorates Degree with Bakke Graduate University Transformational Leadership with an emphasis in Culture and developing Women Entrepreneurs. Carmen is an alumni of Spring Arbor College, Masters Degree In Family Studies, Bachelors Degree in Management & Organizational Development, Ministry Training and Self-Esteem Expert. In addition, Carmen is an International Certified Holistic Life Coach. Carmen is an inspirational, motivator, author, encourager, teacher, and sought after speaker who travels the world to speak at seminars, workshops, conferences, and community events. Carmen is a Transformation Strategist, with a Green Belt Certification in Lean Process Improvement; she has taught & facilitated foreclosure prevention, credit repair, home buying classes, marriage & family classes and self-esteem, Mission/Vision/Values, Stakeholder Engagement Analysis, Lessons Learned, Purpose/Position/Power workshops. Carmen has a proven system to show you how she went from a million dollars in debt without filing bankruptcy. Carmen’s has over 20 years of experience working with executive leaders, government leaders, professional athletes and managing multi-million dollar real estate projects. Carmen is the Founder and Executive Director of Transformation GEMS, a 501c3 Women’s Entrepreneur Empowerment Startup Accelerator, in the Lansing, MI area, Carmen has helped several women start & sustain businesses within the last 10 years. Carmen’s mission is to strategically educate, motivate and empower every individual she meets to do the impossible while identifying their solutions. https://www.transformationgems.com/

Neuroscience experts, practitioners, research and methods for making brain-friendly organizations and healthy individuals. Subscribe to Mind Your Noodles!   This is the sixth episode of the Mind Your Noodles podcast. In this episode our guest is author and neuroscience practitioner Christine Comaford. We discuss her SBM (Safety, Belonging and Mattering) Model, the difficulty of revenue inflection points and two tools to help employees aspire and own their own insights.   Show Notes [00:00:06] Mind Your Noodles Episode 6 [00:01:33] Christine's Story [00:09:21] SBM and the Brain [00:15:55] How the Brain Reacts [00:20:17] Looking for Role Models [00:22:16] Why Organizations Pull for Smart Tribes [00:23:54] Revenue Inflection Points [00:27:34] Two Tools [00:34:00] smartribes.com/ERA [00:35:07] Storytelling and Reframing [00:39:51] Emotional Change Takes Time [00:40:47] Start with the Willing [00:42:42] How to Approach the Organization - Smart Tribes Style   Transcript Tripp: [00:00:06] Take care of the brains that take care of you with the Mind Your Noodles podcast or we keep you up to date on the latest neuroscience research and practices to keep your brain healthy. And strategies to help your organization be brain friendly. Hi I'm Tripp Babbitt host of mine your noodles. My guest today is Christine Comaford. Welcome Christine.   Christine: [00:00:38] Thank you. TRIPP It's awesome to be here.   Tripp: [00:00:40] Well I got to tell you Christine. I've spent the last week like inside your head somehow I've been watching videos of your book The Power your tribe book which is your latest book. I've been to YouTube I read your Web site I got your mission vision values sitting in front of me. And so just kind of introducing yourself to guests and I also know that you're into story so people of of have listened to an episode by park how talks about the importance of story. And by the way it seems to be the only thing people in the neuroscience world seem to agree on is storytelling.   Tripp: [00:01:17] So I thought that maybe you could give us your story and tell us a little bit about you and how how you wound up doing things in the neuroscience world. And I'll I'll just shut up at this point.   Christine: [00:01:33] Got it. Thank you. So you know what we do first. First let me just make sure he understands what we do. So at Smart Tribes Institute what we do is could be considered Applied Neuroscience if you will. We take the latest neuroscience research and the stuff that's useful to leadership and we then map that down to very specific very practical tools and we'll be talking about and sharing some of those tools today. So we are in executive coaching firm organizational development. We do workshops consulting coaching. So we are always looking at what in neuroscience has been discovered recently what have we learned recently that is actually relevant to optimal teams to leading on a new level to applying tools to sales and marketing. So let's just kind of a quick look at context if you will. So. So when I was 13 I started studying different religions because I wanted to understand what's the meaning of all this. And by the time I got to 15 I had studied a bunch of the different religions and I said you know what I think that it's important to start to understand human potential and then it was called human potential. So I went to a program called est Earhart seminars training and they said Come back when you're 18 and I thought you know there's gotta be a way around this. So I got my parents to take EST which is you know a very and which was a very intense personal development multiple weekend deep dive where basically you're totally ripped down so you can then build yourself up internally in a new way. And my parents when they were good sports and then they wrote a letter so I could go.   Christine: [00:03:15] And I learned that life is meaningless. You have to create meaning in your life and you can. And we have full 100 percent responsibility for whatever happens in our life. And I was absolutely fascinated by that and I thought that is so great why don't I just you know take control of my life and run away and start my you know start my career. So it's a totally delusional. So then I was 16 I had a fake I.D. I ran away in New York City.   Christine: [00:03:43] Nobody questioned Tripp. The easiest way to make my fake I.D. was to go from 1962 to 1952 right.   Christine: [00:03:52] Nobody questioned that there was a 16 year old who said she was 26. I mean like there's a huge difference in appearance but nobody bothered. So I got to I got to work in a neuroscience lab then it was called a human potential lab. And so I was totally geeking out on wow what makes people do what they do. How do they form beliefs. Where do behaviors come from you know identity come from all the stuff was super interesting to me. So I started at 16 and I was totally like burnt out with the world and I like being an adult. And at 17 I took my vows as a Buddhist monk. So then I thought you know I'm going to check out the god angle because maybe that's. It's like it's not the religion angle it's actually doing it. You know celibacy vegetarianism you know vouchers.   Christine: [00:04:43] So I did that for seven years but while I was doing that I was teaching myself how to program computers. So I thought wow well this is actually kind of programming the brain which is the coolest computer out there. But let's also learn like how to program computers because sooner or later this month thing might not work out and I'm going to need a job.   Christine: [00:05:00] So because I was like going you know I think we need to go down and they were like No let's go up and out I'm like. I think Buddhism is going the wrong direction you know and they're like Oh   Christine: [00:05:12] So I was you know you know I want to go in and down and in the in the the branch of Tibetan Buddhism I was and they wanted to transcend transcend. I'm like Oh I think we could deal with our stuff first you know. So anyway ultimately I broke my vows and went to a different type of monastery which was Microsoft. And I fit right in. You know. You know socially inept and all that stuff. And so what we what I did was I kind of brought all the the the spirituality stuff and the brain stuff and there how people form their beliefs stuff. And I kept working on it. And you know ultimately I built a bunch of companies sold them or took a public and the whole time I'd been just going Wow. Human beings. There's a there's a vast universe inside of each of us like let's understand it you know cause like that's like the great frontier the Star Trek was talking about. So. So that's how it all how it all started. OK.   Tripp: [00:06:09] So Christina I've written down a couple of things here. One is under achiever and low energy.   Christine: [00:06:18] Slacker.   Tripp: [00:06:18] Oh my God you're killing me. All right. Well this is great. No. That's a great story. I do like that story. So here we go. Go ahead.   Christine: [00:06:29] So I mean that's that so. So now what we do is what's kind of cool is I retired at 40 because I was like OK I've done it I've done business I've done money you know I've done all these other things that I'm done. You know now I'm just going to like chill out and you know hang out with nature and and then my dad got pancreatic cancer and I've been by then I had been a hospice volunteer. I've been volunteering with hospice for 20 years now. Now it's 20 years I've helped 43 people die. That's why volunteer work that I do. And and I really thought you know what all these stories start to come up. So I want to understand my life like my dad is dying. You know I want to understand my life. So I started running stories and ultimately became a book and then it became a New York Times bestseller and then suddenly everyone's calling me and I'm Unruh tired. So I became unretired at it at like 41. So I kind of failed retirement. And I'm like 56 now. And just that's what we do now we help companies help their people perform at new levels with much greater engagement fulfillment satisfaction lower burnout lower stress. And people just get to see how awesome they are and the companies get to thrive and do really well. Everybody's happy the tools work great. And it takes a lot less energy you know. So that's even better. Like why get it done in 60 hours when you could do it in 40 you know.   Tripp: [00:07:58] Yeah. Boy Lot to unpack there. I feel like I haven't lived up to my potential after listen to you tell those stories although I know people like you.   Christine: [00:08:13] Well that was my path. Let me just say that you think it might not fun and glamorous now but it was freaking hard. I'm thinking about your parents at the moment. Yeah. Yeah they were good sports. My mom just passed away in October of 2018.   Christine: [00:08:28] And yeah we use these tools. You know I use these tools with Mom and Dad as they were going through their death process. So some of the tools that we're going to learn today because it just helps us shift into you know a different mindset where there isn't suffering you know. OK.   Tripp: [00:08:43] Well in the beginning of Power Your Tribe you start to get into the brain and this whole thing on SBT and I've read enough books now you know people some people are comparing the importance of social as much as even sustenance and Maslow's hierarchy saying that those are actually equal.   Tripp: [00:09:08] You know they're going so far as to say some things like that. And and you've got to start us out a little bit with the basics of the brain and the whole concept of this SBT and what that acronym is.   Christine: [00:09:21] Yeah. And actually the acronym is SBM safety belonging mattering. Okay. No problem. So. So this is just gonna be a super high level view of the brain in the context of leadership. OK so three key parts of the brain reptilian brain a million brain and neocortex that's where the prefrontal cortex is reptilian brain. This is our brain stem. This is where we have this is basically our stimulus response machine coded for safety. This is where we have life support systems breathing temperature regulation balance the reptilian brain doesn't understand quality of life. So if you touch something hot you'll jump away just automatically right your reptilian brain because it's keeping you not dead. It doesn't think of living or dead it thinks of dead and not dead. So pretty simple really pretty simple pretty darn primal. OK. So concerned primarily with physical life you know physical not deadness. OK next mammalian brain which is more our emotional. Our emotions are our emotional brain concerned with whether somebody is a friend or foe. A little bit more evolved than dead or not definitely but still a stimulus response machine coded for emotional safety.   Christine: [00:10:42] Now the limbic system the debris always talks about the fight flight freeze response is a series of areas of the brain and in my experience the try and brain theory it kind of overlaps the reptilian mammalian so it's not quite so clean as to say it lives there. But here's what's interesting and here's what leaders need to really know. The hippocampus the hippocampus in the mammalian brain which is responsible for learning and memory. It's in the emotional brain. OK so what does this mean. Companies will have like Oh I'll walk into a company. Oh what are your values. Oh just a sec and they'll start digging through their file cabinet I'll be like Wait you don't like. No your values by heart. No. I mean you know they change and they're kind of boring and you know so they're not emotional. So if we want somebody to learn something we want somebody to retain something. We have to attach emotion to it. Why. Because humans are emotional beings emotions to a human are like wings to a bird.   Christine: [00:11:40] They are how we navigate our experience in the world. And if we look at the research from Carnegie Mellon M.I.T. Stanford Harvard NYU UCLA we will see that 90 percent 90 percent Tripp of our decisions of our behaviors are driven are dominated by our emotional brain. This stuff is important we use our intellect and we think our intellect is awesome and it is but it's 10 percent of our decision making is 10 percent of why we respond the way we do. So anyway we got them a million brain and it's saying Friend or foe. All right next we've got the neocortex. Prefrontal cortex is part think of it like a like a bike helmet. Maybe it goes it goes kind of across the top of your head a little bit goes a little bit towards the back and the prefrontal cortex is right behind your head. The prefrontal cortex is where we have decision making vision language skills tool making discrimination that doesn't quite work for me judgment. We have the ability to say I'm here but I want to be there how do I get there.   Christine: [00:12:46] So if the prefrontal cortex could speak it would say What can I create so much more interesting than friend or foe or dead or not. Right. But but what we want then as leaders is all three parts of the brain working well together. So we get innovation creativity we have the level of safety that we need and when we have all three parts working together we call this the smart state. Now what happens though when we have lots of stress changing directives random acts of violence out there in the world crazy political climate you know all sorts of challenges out there in the world we often will go into what we call critter state like a little animal like a little critter stay for not dead or not fight flight freeze. Right. That's when we are in kind of reptilian mammalian brain lockdown. And when anybody listening has been under major stress you might notice that you don't have great ability to envision things. You don't have great ability to make decisions you don't have great ability with language skills et cetera because that part of your brain is shut down. So as leaders we want to get people in and keep them in the Smart State and we'll talk about some tools to do that today. Now to answer your question about SBM if we look at why we do what we do humans don't really buy products or services. You know what we're looking for out there in the world are one of three key emotional experiences safety freedom from fear certainty knowing people have our back belonging knowing that we fit in we have equal value we are loved we are cared for and mattering knowing that we are making a difference uniquely we are not a cog in a wheel we are a unique expression of our unique accomplishments are unique gifts are being recognized and seen.   Christine: [00:14:37] Achievement is here as well. So if you look at a company culture if you look at a country right. If you look at why elections swing to this side or that it's always due to safety belonging and mattering you can look at all the different models the SCAERF model the self-determination model it doesn't matter. It all boils down to three things. Why have seven when you can have three right. It's easier to remember. Okay. All right. Yeah.   Tripp: [00:15:06] So. So I thought that kind of comes into my mind and I guess maybe I start to look at myself. You know I spent my entire career learning things around statistics and a kind of engineering types of things Lean Six Sigma and all those types of things.   Tripp: [00:15:27] And one of the things that I've found over the years is that they can be totally ineffective unless somehow you're connecting. But I didn't have a method. You know what I mean. I didn't have a I didn't have a system to go through to be able to understand that the people I'm talking to needed safety belonging and all those things. Before I could even start talk to them about data and all of that is would you say that that's true. Pretty much across the board.   Christine: [00:15:55] Yep. If somebody is craving safety and they're not feeling safe. Think about when you've had that experience. Right. You're not super open to anything else. You're just trying to be safe. Right. Belonging if you feel like you don't fit in. You've had that we've all had that weird experience of Oh man I don't feel like I fit in I don't feel like I'm part of this group. Right. That's super distracting and unsettling and then mattering if we feel invisible. Gosh that's painful. You know how we're going to perform at work if we're not seen and we're not appreciated right ow ow ow. So as leaders it's really important to notice what somebody is asking for because when they're in critter state remember their prefrontal cortex is off line. So when they're in critter state they're gonna have certain behaviors that will clue you in that they are actually asking you for safety. So when somebody's in Critter state and they want safety because they're not experiencing it they're going to spread gossip and rumors spread fear. Talk about getting the heck out of here talking about exit plans. Right. Because their tribe is back to that adage you know misery loves company company they're trying to they're trying to reconcile how they feel inside and what the world looks like outside. So if everybody else is scared right then OK I'm not nuts. If somebody wants belonging and they're feeling like they don't fit in they will isolate drop communication withhold information. Right. Because they're not feeling that they belong with the other people. So they start to kind of affect belonging in those around them. So important in leadership mattering if somebody is in Critter state makes sense.   Tripp: [00:17:40] Yeah. Oh yes. It just takes me back to when I first time I was a manager I didn't know what I was doing.   Tripp: [00:17:45] You know you know and and you know 42 years ago I mean it was just kind of I don't know Game of Thrones yet to live.   Christine: [00:17:58] Yeah.   Tripp: [00:17:59] Where were you forty two years ago. Don't answer it. You know.   Tripp: [00:18:06] So let's let's finish up with mattering so with mattering if somebody has the behavior of condescension arrogance at the extreme extreme extreme mattering absence of mattering we can see bullying. So I want us to start to have some compassion when we see these challenging behaviors and instead of judging the challenging behaviors say oh wait a sec wait a sec. This person just wants safety. Let me sit down with them. Ask them how they're doing and see how we can give them some experience of safety. This person just wants belonging they're not being a jerk and withholding information they're not feeling connected to us. Let's go bring them back into the tribe mattering this person who is saying I'm doing everything nobody appreciates me this place would fall apart without me they're just looking for some mattering let's say hey wow I really appreciate your unique accomplishments you know you're unique gifts I really see as a thought leader Hey can I run some stuff by you because I really value your opinion. See we don't have to judge each other anymore. We can as leaders as leaders if we if we signed up to be leaders we didn't sign up to be taken care of but we signed up to take care of others and to help others rise up. We signed up to cultivate and elevate others. And if you don't want to do that you know leadership isn't your gig. You know I find so many people get surprised what is the take care by people what cause you signed up to be a leader.   Tripp: [00:19:34] You know that's interesting. It's. And I've been I guess I go back. You. We didn't have back in the day when I was a young manager knowledge of these types this type of thinking. I mean even the neuroscience community really a lot of the research has been done over the last decade. I mean some of that data certainly got more people you know running with those types of things. I wonder if it's how much do you think Christine that it is that maybe people don't want to be leaders because they see the leaders that they have and they said that I want to be like that ever. You know because they don't have a method they don't have this system to be able to break things down.   Christine: [00:20:17] Ok. I think that's a really good point. Yeah. I don't it's not a role model right. Hey well I don't want to be that if that's what leadership is. Give me the heck out. Here right now. Yes. And I think the more I hate to see enlightened look let's say aware conscious the more aware the more conscious we become we can start to look because we do have some good examples of leaders in the world. We have a lot of video kind of counterexamples Well I do want to be that but we have some good examples. You know we have Warren Buffett. You know we have you know we have a handful of people that can just say oh gosh that doesn't work for me. Use discernment instead of judgment. I'm going to go ahead and do this. You know we have a handful of people that are really making a difference. So everyone needs to kind of find who is their role model. And even if your role model is a character in a movie that is fine. No seriously Abraham Lincoln JF JFK I mean you know I think Meg Whitman is a great example of leadership. And you know we've got a lot of examples and I think you know Bill Gates has definitely mellowed over his years. You know back in the 80s he was not a great example of leadership. You know now he definitely is. You know Steve Jobs had his days for sure. You know we're we're hoping that Mark Zuckerberg is going to really turn the corner and you know become a stronger example of leadership. You know the line best is a little bit of a counterexample right now. But when he went along Musk manages his emotional state and gets out a critter state where he seems to spend a lot of time you know he'll be a great example of leadership. OK.   Tripp: [00:21:54] So one of the things I wanted to talk about here. Great conversation though I think this is great foundational stuff to be able to have the rest of these this conversation. But why do organizations. You know maybe just a couple of reasons why people come to Christine or you know Smart Tribes for help. Why do they pull for you.   Christine: [00:22:16] Yes yes. People come to us and one of two scenarios they want to grow and they don't quite know how to get to that next level. I mean they could keep doing it slowly creeping along but they either don't quite know to get all the way that they want to get. And you know if you need a jungle guide if you want to navigate a jungle you've not been through before because we've built companies up to seven billion dollars. And so that's a lot. Knows all that. That covers a big enough landscape for us and we've worked with guys at 1 million. But so how to actually get your people mobilize your people so that they can navigate growth and change. That's kind of the primary reason. And then secondary is when it's a turnaround situation you know or it's a integration situation. Wow. We're changing the direction of the company entirely and people are kind of freaked out or one of our clients. I mean gosh they've been they've been acquiring anywhere between seven and 14 15 companies per year. That integration alone of bringing all those people together. So it's navigating growth and change. You know it's called the executive summary. Now anybody who's doing that needs to help their people get to the next level.   Tripp: [00:23:34] You mentioned one of the things that I caught on it and you called them I think there are inflection points for.   Christine: [00:23:40] Oh yes. Type of thing yes.   Tripp: [00:23:42] Is is this a good place to talk about. Sure. I wasn't sure I didn't get enough. I may be out of the reading of the videos or I got confused so I thought maybe you could share with us what that means.   Christine: [00:23:54] Yeah and we totally geek out on revenue inflection points in our second book which is Smart Tribes. So yeah with power your tribe you're not going to see that much of it. Yeah. Power your tribe is more about human behavior whereas Smart Tribes is more about how to create a company and the structure of it so that people get in and stay in their smart state more. So we found over the past 30 years there are certain points when a company hits this revenue number it's a whole new company. And there are three things we've got to really look at the people and how we're caring for the people and helping them grow and align in a role and engage them the money how we're working through sales and how we're financing the company and how we're structuring operations et cetera. And then model business model you know if the dessert topping is a failure maybe we can make it into a floor wax. You know like how are we actually tweaking and adapting and shifting our business model to match the industry people money and model.   Christine: [00:24:54] So we've found we map it all out in Smart Tribes that revenue inflection points occur really profound ones at 10 million 25 million 50 million one hundred million 250 million five hundred million and then it goes generally with each billion or so. Once you get up to about five billion you know a couple more billion doesn't really change thing that things that much. But I want to I want to notice that anybody listening. What happens is if we don't take care of the people. Money and model components and we have this chart that shows you what you need to do in each of those areas. If you don't take care of those you won't navigate to and through that next revenue inflection point. I cannot tell you Tripp how many companies come to us and they are stuck around 25 30 40 million. They can't get to 50 million and they swirl around below that 50 million revenue inflection point or worst case they start to slide backwards. So you have to have the tools to get to the next level or you're gonna swirl or slide backwards because again how are you going to get somewhere that you've never been before you know if you don't know that the path if you will. So we have sort of four components. There's leadership there's influence there is navigating change and growth and then there's optimal teaming. And for each of those segments if you will and there are a one day workshop in the Smart Tribes methodology there are about seven tools one has six one is nine but there's an average of seven tools per per component. And some companies you know they've got there they're navigating change okay maybe but they aren't they'd navigate a lot better if they had stronger influence with their people or if their leaders were engaging in enrolling people better or their teaming isn't totally working and people aren't coming together and connecting. So there's usually an obvious kind of sign there.   Tripp: [00:26:59] Okay. So on those. So that's why they're swirling around this 25 to 40 million because they're deficient in one of these areas one or more of these areas is is that kind of what you find.   Christine: [00:27:09] Yeah. And it reflects in the people money or model.   Tripp: [00:27:13] Okay yeah. More specifically than that or more generally the people money model piece. Okay. Yep yep yep. Okay. Is there something else you want to say about growth because you're also involved in kind of helping companies with kind of their salespeople and so forth is there.   Christine: [00:27:34] Yeah. There are two things I want to focus on and I want you guys to learn two tools. So for starters what we really need to do in the workplace is we need to help people aspire. So we're cold and hungry now but we're go to the Ritz Carlton 24/7 room service Egyptian cotton sheets. So it's it's hard now but I see how great it's gonna be okay. Aspiration second is we need to help people have their own insights not leaderships insights that are handed down their own insights. So let's talk about a couple of tools then we'll talk about a sales and marketing tool. The first tool that is fantastic to help people have their own insights is called the outcome frame the outcome frame is a series of questions and the outcome frame starts with what would you like. So maybe we're looking at the problem let's start to look at the outcome that we would like. Okay. Oh and we can we can send you these images you can put them on the website so people can have a companion visual to go with this podcast. So question number one what would you like something you can create and maintain. I you know I'd like more strategic time. Okay good. Question number two what will having that do for you. What are the benefits how will you feel. Well I'll feel more engaged more energized like I'm really making a difference to the company I feel peaceful and powerful and proud and it'll be awesome. Question number three How will you know when you have it this is going to be the proof the criteria. Well I have more strategic time when I spend two hours or more each week on strategy and planning when I cut the number of meetings I attend by 25 percent when my direct reports are at leadership level five or greater.   Christine: [00:29:11] Okay great. Number four my favorite question what a value what that you value might you risk or lose what side effects may occur. Well to get more strategic time I might initially feel less important because I'll be less involved in the minutia I'll have to let go of some control maybe resist the temptation to rescue people. I'll have to oh shoot I'll have to invest time and cultivating leadership My people won't magically rise up I'll have to actually cultivate them. So question number 4 is there is the reason you don't have the outcome that you wanted. So because this Leader isn't willing to do these things they don't have more strategic time. Makes sense. Yeah well two more questions. Okay. Question number five where when with whom would you like it what I wanted it work. I want it with my direct reports I want it in 45 days. Okay great. What are your next steps. We've got to get specific here set up recurring meetings on my calendar for one on ones to cultivate leaders leadership and offload work. Determine what you need to skip implement Smart Tribes effective meetings and delegation processes. So we've got to actually spend about 15 minutes on this outcome frame to make sure that we are brain is. Firing the visual auditory kinesthetic possibly olfactory is many of the five senses as are possible. So we are stepping into that glorious future and test driving it. We're not fantasizing about it. We're saying wow what's it like in that cool future where I have this. Oh yeah I want this it's worth it. QUESTION.   Tripp: [00:30:48] Yeah. SO. SO WHAT I SEE built you building here is exactly what you talked about early in our conversation which is you're building this emotional foundation to be able to grow. Is that.   Christine: [00:31:01] Yes. Okay. Yes yes yes. And what's happening in your brain okay neural coupling. OK we're starting to step into this future dopamine Y. Right we're releasing dopamine we're saying oh this feels really good. Yeah. That that's going to start to motivate the reward oriented behaviors. If we're listening to somebody telling us a story you know the person who is hearing the outcome frame they're actually there they're going to start to mirror the behavior of who they're hearing and then cortical activity. You know we're processing facts were we're connecting parts of our brain that are called Broca's and Wernicke's areas we don't need to get on that boat but we're we're actually experiencing those sensory cues of of actually having that outcome so powerful so often I find people just look at the problem and they complain about the problem. Our job as leaders is to help them shift and focus on the outcome so please use the Outcome Frame for that. And we have to also look at how much resistance there is out there so there are seven steps to really BOOT build emotional resilience. First is releasing resistance because that way it makes room for more choice. So start to notice what the heck are we resisting. Resisting takes a tremendous amount of energy and now start to look at use the Outcome Frame. Oh but what what I like. OK. Number two we've got to start increasing rapport with ourselves.   Christine: [00:32:35] I call it antisocial media because it's not really helping people get more connected. What helps people get more connected and we know this from Alexandria Arabians research many many years ago is when we're with people physically we're seeing them we're hearing them we can touch them you know we're connected to them more deeply so increasing report yourself increasing report the others actually getting face time. Number three making new meaning start to notice when you get stressed and when you're on critter state start to notice what stories you're telling yourself oh he's so hard to work with Oh I don't like this and then do an Outcome Frame Well what would I like. We are meaning making machines and the stories we tell ourselves create are reality reality is what you say it is Shakespeare told us this ages ago there's nothing good or bad only thinking makes it so what are you thinking about something and if it's not working shift your reality and look at what you would like and start to create that name before anchoring the outcome that's more complex you're gonna need to empower your tribe to learn how to do that five enrolling and engaging others bring your safety blanket mattering they're six build tribal agility expand and keep that good change going seven. Expanding tribal power so safety belonging mattering we can use a lot four five six and seven.   Christine: [00:34:00] So if we start to notice how often do I feel good versus how often do I feel bad that will help us understand our level of emotional resilience. Everybody write this down go to Smart Tribes Institute dot com SmartTribesInstitute.com/ERA That's an emotional resilience assessment it's going to take you gosh five minutes and here's what's so cool about it as you answer these questions and then you're gonna get your answers displayed on the screen as well as emailed to you right away you're then gonna know what tools to use from power your tribe to give you a better experience.   Christine: [00:34:46] Yeah super cool super effective.   Tripp: [00:34:48] By the way I will put those in the show notes too so that people have a link to it.   Christine: [00:34:52] Okay great. And I will give you the outcome frame image and then the emotional resilience image. OK cool.   Tripp: [00:34:59] All right so we're in growth and we're talking about the outcome frame and you've given us several things to think about there and the resistance.   Christine: [00:35:07] So those are the two things that you need for growth then well releasing resistance helps you then focus on the outcomes that you want. Okay. Okay. It's not it's not quite that simple but that's a starter. Okay. You know Navigating Growth and change You gotta look out for the emotional state right to safety belonging mattering. We want to make sure that we teach everybody to tell to tell news stories that we're telling a story that doesn't feel good. A lot of companies think about this in your experience. Tripp we've all done this. I have definitely done this myself. Think about when you have belonged with somebody around pain when you have belonged with somebody around maybe complaining about something right. That's what you have in common. So you get together and you complain about stuff. So you belong with each other. I want people to start looking at how we create belonging around things that are not actually empowering. So start to look at how do I connect with others around what topics are they expansive and positive and growth oriented or are they contracting and negative and do I feel sort of drained and discouraged afterwards because I want us to start to notice that we can shift that once again. What's the story. Basic reframing. What's the story we're telling ourselves. How does it make us feel. How would we like to feel. What's the story that we would need to change there. So in reframing I want us to start to notice daily as leaders one of our clients will give me an example.   Christine: [00:36:44] One of our clients they they had a really bad quarter who really and they're a public company. So they got smacked by the stock market really bad quarter. Everyone's all freaked out and the CEO gathers every together and says Hey everybody. What an educational quarter we just had. So it's not like gloom and doom. Layoffs are coming blah blah blah. No. Wow what an educational quarter we just had. We learned three key things. We learned that we had lost touch with our customers. They want upgrades to our product more often. We have learned that we have competition that we didn't take very seriously. They're nipping at our heels. We need to innovate faster. We need to increase our expand our product lines. And we learned actually that we have a handful of advocates that we've been ignoring. So in this next quarter we're going to tackle those three areas. We're going to get back on top. How great that we learned these lessons. And yeah it was painful but we got him we got him. Now let's take this next quarter and Rocket. Susie Q is going to own this initiative. Bob's going to own that initiative. Juan is going to own that initiative. Boom everybody knows what team they're on. Let's rocket instead of Oh my God it's a scary bad quarter. We're gonna do layoffs we suck and get.   Tripp: [00:38:08] This is actually a good segue way into kind of my next question which is kind of the purpose of this podcast is I come from a background of systems thinking which I know you're familiar with because I read where you talked about Peter Senge he and why you probably your mission vision and values just together.   Tripp: [00:38:28] And so so one of the things that that is part of actually my method which I call the 95 method is mostly about having method which can be so so in other words if I've got so far as I'm I to you talk you go for these things for growth for innovation there is this mindset that needs that you need to have but when you have that mindset you still need a method correct. I mean in order to.   Christine: [00:39:00] Oh yeah.   Tripp: [00:39:01] So. So from a method standpoint I do a podcast with a gentleman by the name of Doug Hawes worked with Disney and Procter and Gamble and Nike and and companies similar to you actually.   Tripp: [00:39:15] But he just focuses on innovation. He's the he's the big idea guy and an end-to-end system for. For doing it. And you know as I hear you talk. Lot of things I think I'm trying to get to is because I'm so method oriented and you play a method for kind of the brain is how how do we design in some of the stuff to build a brain friendly organization. How how how do y. Yeah you did so so that it's in need into the way that you've got your company designed.   Christine: [00:39:51] Ok well I have to tell you it doesn't happen overnight. And what we do when we do our leadership acceleration program is it's for one day workshops eight webinars. Thirty micro learnings which are a little short baby videos that people share with their teams and it takes about a year and a half. Mm hmm. And then the culture is absolutely transformed and I have to go forward before you know the outliers. Yeah we have had a few enormous companies where it took two and half to three years because it was enormous and we were transforming thousands and thousands of people.   Tripp: [00:40:25] But you still have the mindset began that that I heard and one of your videos I believe. Yeah. You talk about you know sometimes we just go in an organization will start with a team just a game. Yeah. So you see you're kind of breaking you're breaking down the elephant and if I get to you the whole elephant I go to it one by the time. So you're still taking the approach of let's start with an area or something like.   Christine: [00:40:47] Yeah because you've gotta it is sometimes it's too big to eat the elephant right. And so a client will come to us and they'll say OK help us with this you know group leaders and we'll start to see positive change and then everybody else would go Hey what's going on over there. How come you guys are knocking it out of the park and nobody else is you know let's figure this out let's do this. So what matters is that we we take this wherever people are receptive and we start to build a groundswell. So bottom up can often work better than top down you know because if it's top down at a huge organization. So when Procter and Gamble brought us then they had us work on their Latin American sales division. Great. I can get my arms around that. No problem you know. And we taught them a bunch of tools for connecting more deeply with our clients. We talked about safety belonging mattering for the client but we also taught them about Meta programs you know how do we step into the shoes of our client and actually feel and and understand the experience our client has having so we can message to them more effectively so we can connect with them more effectively so we can build trust much more quickly so we can actually have a profound meaningful connection instead of just you know we don't want a one off sale who wants that. You know we want a profound meaningful connection with our clients.   Tripp: [00:42:11] Ok so from your standpoint it's it's a it's kind of these classes that you have in order to to kind of build the brain friendly organization because you are in essence taking them right from where they are today. Yeah I'm trying to say OK. Because that what applies over here to Procter and Gamble isn't going to necessarily apply to Nike because they have different systems if you will. So you have to take them kind of. From that spot.   Christine: [00:42:42] Well we'd just Sec. They have but they have humans. Yeah. So we always look at what the business challenges and you know like the top three business challenges. That's where we know where to start. Okay. We're gonna start with optimal team stuff that optimal teams tools. Oh we're gonna start with the influence tools over here. So we look at what the what the greatest opportunities or challenges are at the company. And that's the tools that with that we start with you know and sometimes they just want transformation in that one area so they'll only get the tools in that area and that will be enough you know or they'll come back to us a year later hey you know we're ready for for some more tools. The way that these really get ingrained and this is why we have the workshops then the webinars in between the workshops and then the micro learnings so everybody in the company can watch a five to 10 minute video for each of the tools and learn that you know there are 30 to micro learnings you know the average bear in the company if they want to learn these tools they can't you know it's a scalable way to do it. And you know it can also be a great tribal thing where people come together in the lunch room and they watch one of the videos and they practice with the tools and then we give our clients all of the graphics and you'll walk through the halls of some of our clients and you'll see or at least in the meeting rooms you'll see our key infographics describing the Outcome Frame or myelin Asian or maneuvers of consciousness or reframing or cultural game plan or safety blocking mattering. You know you'll see our different diagrams. The emotion will you'll see better programs you'll see these these graphics so that people remember to use the tools because it's really helpful to have them in our environment.   Tripp: [00:44:22] All right very good. Let's now get a kind of interim phase here and we call it kind of the hot potato phase which is fitting. So so I am deeply embedded in the philosophy of W. Edwards Deming which we kind of emailed back and forth a little bit about and sectors I wrote some things down and it just there. There are things I'd be curious what your perspective is on. And the first one of that I want to talk about with regards to Deming philosophy is this concept of drive out fear. So one of his 14 points was drive out fear and you write about this in Power Your Tribes which is you know there's a lack of trust in in order to drive out that fear. Can you come in a little bit about how you drive fear out of organizations.   Christine: [00:45:13] Yes and fear. I find that many leaders you know are scaring their people into mediocrity. And we're scaring them and sending them into critter state. Not intentionally but we're scaring them with incomplete information with not making it safe to experiment or fail. Right. Public beheadings. We're creating fear by not having open clear communication having conflict avoidance is a great way to create fear. Having unrealistic perpetually unrealistic deadlines where people just can't do that much work in that short of time. Changing directives. Oh no we're not doing that anymore. We're doing this well nobody told me and I'd been doing that for two months. So we create fear and a lot of ways. But it primarily boils down to communication which is why that's our first corporate value. You know our company if we have if if human beings have clear explicit communication. In my experience you can get through anything. Okay.   Tripp: [00:46:26] All right. Yeah. I like that and obviously there's a ton of stuff in here about how to mitigate that fear in your book. The second one or another one because I got many but it would just get through a few of these. But there is the mindset of that we're all taught in the Deming philosophy ninety four a five percent of performance comes down to the system that you work in and one of the things I had trouble with early on is this kind of. There seems to be there's a component of neuroscience it's very individual the focus is on the individual. They're the problem they're the they're the focus of it as opposed to the system.   Tripp: [00:47:08] Now the system includes the individual. You kind of see where I'm going with this question. So. So I'm trying to reconcile. Yeah. He's from a Deming philosophy standpoint as Deming wrong because I'm open to that you know from a perspective of could have we learned enough to say it really is the individual and not the system and there are there. There's a lot more to that obviously to unpack but I'm not gonna do I just kind of want to hear what your initial reaction is to that.   Christine: [00:47:37] Yeah well but the individual is existing within a system.   Tripp: [00:47:41] True. yes.   Christine: [00:47:43] And that system is affecting the individuals. So so if we look at I mean for us we use six logical levels of change and that's sort of the environment the system that's happening in an organization. And if we look at the symptoms that are occurring we can understand where to change the system got it. So you know the environment physical emotional you know mental space I walked into a company a while ago it was an open floor plan and you just you walked in there and I was I was uncomfortable even breathing. It's like people were so uptight about being absolutely silent. And I was like This is ridiculous. Human beings aren't absolutely silent. You know and people were emailing each other and of just reaching over and talking to each other. It was e-mailing people like right next door to them. So you know there was just kind of this tense weird environment and you can have an open floor plan and do it really well. And so environment behavior what we do a person's or a company's values really define our behavior. That's why it's important up good values that people understand because it's the code of conduct or company values capability. Those are skills our tools are abilities you know how are our capabilities growing by being part of this system. Beliefs decisions you know meaning that we make about things outside of us. They are. It is you know the world is that the market is our customers our identity the decisions that we make about ourself right the meaning that we make about ourself. I am powerful I am valued I am capable I am safe I belong I matter. And then core you know the most sacred thing to the company and you know it's not profits. The most sacred thing to the company is like how that company is making a difference on this planet. Like why should we bother working there.   Tripp: [00:49:38] That's good. No I think that as I've helped organizations you know write Mission Vision Values nowadays. There are three components that I believe that it has to have. And one of them I just added in the last probably eight years which is the first one is customer some concept of customer some concept of innovation because of the rapid pace of change that we're facing in disruption that we face today. And then the third one is the one that you just talked about which is the greater good. How do we get you know how do how do how do we tap into that now. What do you think as you were talking through that kind of made a note and maybe you can help me with a a name for this. You know there's a say in in your your talk about the system I'm thinking in terms of maybe it's more because I have an engineering type of mindset brain which is the mechanical methods the Six Sigma the statistics you know those types of things versus the emotional system. And I you know that kind of you kind of added that by virtue of what I read while I was listening to you and there's probably a better name than mechanical but I'm just trying to come up with some type of label but that you're talking about that if we're going to affect 95 percent of the performance of a system we have to also account for the emotional system.   Christine: [00:51:01] Yeah. And here's the thing. I'm all for measurement yay measurement. But if we don't enroll and engage people they aren't going to use the measurement type systems.   Tripp: [00:51:14] Agreed. Yeah.   Christine: [00:51:15] They'll mock them. They'll skip them et cetera. And they will be all for naught.   Tripp: [00:51:21] So here here's another one that I wrote down that is just you know it's upsetting but is layoffs.   Tripp: [00:51:33] And you talked about in one of your videos you talked about exile and and people being exiled from there you know from organizations or from their countries. Right. That was the worst thing that could happen to you. And now I have this series of layoffs and we're creating did we have this culture now we're going to lay off this this person one of the things that Dr. Deming talked a lot about is you know there are reasons for. Companies have to lay off if you're in the financial dire straits and it's either sink or swim. I get it.   Christine: [00:52:04] You got to do it I guess.   Tripp: [00:52:05] I think where people have difficulty today is they see the dividend go up and oh I was laid off because they were able to build a new building or to raise their dividend or you know do something that a point. And Dr. Deming was a big advocate of before you do layoffs. What's first of all talk about did the leadership take a 10 percent cut in their pay.   Tripp: [00:52:28] You know sometimes where you're having an actual leadership you know what I'm saying that hey oh well we just had to do it and we just. And there seems to be this unemotional or this you know method and having been an executive and had to lay off people I can tell you it's it's very emotional. Oh yes. Not only to you. For you know why you're doing it but. And you're basically giving the marching orders right to took that you're going at the last people but the only reason to be is because you know find out that the CEO wants a new helicopter or once a week or something like that.   Tripp: [00:53:00] I think that's where we're you know as a culture or as a society we're starting to to push back on those types of things. What are your thoughts how do how do you write are you put into situations like that or do you then you get to the point where you're so in the growth and navigating growth and all those types of modes that you don't really come up against this.   Christine: [00:53:24] Oh no we come. We come up against layoffs we come up against terminations you know for non-performance you know or God forbid you know for epic cause you know I mean these are humans right. With humans you get the full spectrum of experience. If there are layoffs we have to have. We have to have. We have to have an explanation that is fair and makes sense. And you know sometimes a division is closed you know a product line is discontinued you know et cetera. But here's the thing when we lay people off we have to have a clear communication about it that actually makes sense. But then we also have to honor their contributions to the firm. You know so you know we're discounting continuing such and such product line. We haven't been able to find an internal job for Joe. So you know Joe Joe and his team you know will we'll be let go and we want to thank them for all the contributions that they made. And we're going to celebrate those contributions are going to do all that we can to outplace them to help them find their next adventure and we're gonna help them with their resumé or whatever you know. But yeah I mean just this is business. So I want to make sure that.   Christine: [00:54:37] We're balancing it's business and we have to run a a profitable healthy business that makes a difference in the world. And that does sometimes mean that people have to be let go for a variety of reasons. You're not going to have a culture with high employee retention and high employee engagement. If you're doing random layoffs that don't have stories that make sense.   Tripp: [00:55:05] Good answer. I'm going to ask one more question then I'll get to my last question. Great which is around who does and rewards one of the things that Dr. Deming railed against was the concept of quotas versus rewards. And as we've seen like with Wells Fargo and a number of other companies over the years Sears I think with their automotive repair business too. But you don't have to look far too tough to find bad behavior with regards to how those drive certain behaviors within organizations. How do you we know rewards people want rewards. Right yeah. I I've I've read in your book where you've talked about the emotional is greater than than the reward that you get. And and people are more involved with winning career path and public recognition that then rewards. But just that this this concept that you know especially in the US to be win because of Deming came back to the U.S. from Japan it's basically boy rewards are killing us here. You know there people are doing dysfunctional things to hit their quarterly goals so that their price will go up. Those types of things how do you how do you what are your thoughts on that.   Christine: [00:56:20] So I do believe in rewards and consequences and consequences just you know if you drop the ball there will be a consequence there won't be a punishment there won't be a shaming you know but there will be a hey you know Are you OK you know and walking through we have four questions that we walk people through. If somebody you know has an accountability challenge and they drop the ball. But but I find you know one of the greatest problems with quotas is that people don't provide what these sales people for example truly need in order to meet their quota or worst case scenario they actually cap it. You can only make so much commission which is insane because if you have a salesperson that wants to sell like crazy let them you know why would you ever want to mess that up. So I think we like to use needle movers that the minimum acceptable performance because you have to tell people what you expect them to perform you know where how you expect them to perform the minimum acceptable. Rawlence The target is what you want them to hit. The mind blower is wow you know if if we can hit this number that's really amazing at NYU. Emily Balcetis actually did some research at NYU where she also used three levels of goals if you will.   Christine: [00:57:34] She called it something like easy moderate and impossible. I don't like the word impossible because I don't think that it's actually Tripp. But what she found was the systolic blood pressure which is our our readiness to act was so so on. Easy OK high on moderate on the middle one that we would call target and then a little bit lower on the one that she called impossible. So what does this mean. This means that our focus and our readiness to act works is stronger when we actually have three goals three levels of a given goal barely acceptable. What we really want and will if we knock it out of the park. Because when you have this you're going to get the what we really want. One of the middle but goals are often set in a binary way achieve this you know or you're in trouble. And the brain doesn't like that the brain can actually we perceive goals as spatial as psychological as physical. The way the brain deals with goals. So when we have these three levels we can actually move. If you look at what's happening with people who use these three levels we actually move the perception of that goal closer it feels easier and we can imagine achieving it more effectively.   Tripp: [00:58:51] Okay. And just that just to come in I know Dr. Deming comment with regards to quotas what is our targets even is, "By what method?" So you know and I think that's you we're getting there. There's probably a longer conversation associated with that but that because that's guess that's a good start. So my last question to you Christine is this Is there anything that you during the course of our conversation that you'd like to make some clarification of. Or is there anything that I didn't ask that you wish I would have more.   Christine: [00:59:22] Good for now. Ok. But the executive summary is leadership is a privilege it is our great good fortune as leaders to have amazing people to work with so please invest in your people look at their emotional experience help them. The better emotional experience so they can give you the performance that you want. Everybody wins.   Tripp: [00:59:43] Fascinating stuff. Please get Christine Comaford's latest book Power Your Tribe. We appreciate you being a guest on Mind Your Noodles.   Christine: [00:59:53] Thank you. And if you guys want to get our regular tools that we send out monthly go to work with s t i. Dot com and you'll get little goodies from us every month. Work with SETI dot com.   Tripp: [01:00:08] Very good and we'll put that in the show notes also. Thank you again Christine.   Christine: [01:00:11] Thank you.   Tripp: [01:00:12] Bye bye.  

Jennifer Jackson is the owner and director of award-winning employee experience company, Jaxzyn. Jen helps leaders go beyond mediocrity in the workplace and is a regular presenter at conferences and workshops, sharing insights from her work around the world. She has guided strategy, change, culture and leadership programs for Nestlé, McDonald's, Mattel, Origin Energy, and Coca-Cola. We talk to Jen about her successful new book, How to Speak Human.    When people ask Jennifer what she does, how does she like to reply? Jen is a realistic idealist. What is that? The book is How to Speak Human, do we not know or do we know how to speak human? Jen's view of the word professional George Bernard Shaw wrote "the single biggest problem in communication is the illusion that it has taken place.” Do many leaders have the illusion that it has taken place? How do we create a rhythm of communication around our Mission/Vision/Values? Are we becoming more visually literate? Is our expectation that work will look more visually appealing?  Should that visual appeal also work on the communication to our teams internally? For the new generations at work, work is more than just a wage. What is it about? Consistency, Consistency, Consistency, grenade… we discuss the value of rituals and routines. Are many of us on autopilot each day without thinking to break the cycle for concerted explicit thinking? What breaks habituation for us personally and in the workplace? Sun Tsu, The Art of War says we must know the enemy. In Jen's mind, who is the enemy of our day to day?  Learning is remembering. Is Jen a believer in note-taking and journaling. What is Jen's process for taking notes to learn and remember? What are the killers of curiosity? How do leaders need to take complexity and deliver it in such a way to create sense and simplicity to gain buy-in? Dealing with "jargon ladened long, tedious meetings, and endless scrolling emails padded with waffle”. How does our language focusses our attention and improves our performance?   LINKS   Jennifer Jackson at Jaxzyn on LinkedIn https://www.linkedin.com/company/jaxzyn/?originalSubdomain=au   Jennifer Jackson at Jaxzyn http://www.jaxzyn.com   Eric Church - Kill A Word (Live At Red Rocks)  https://www.youtube.com/watch?v=ta3r6l6HOjM   The Mojo Radio Show website themojoradioshow.com   The Mojo Radio Show on Facebook https://www.facebook.com/TheMojoRadioShowPodcast/   The Mojo Radio Show on Twitter https://twitter.com/tmrspod   The Mojo Radio Show Answering Machine 08 7200 6656 08 7200 MOJO   The Mojo Radio Show copyright Gary Bertwistle & Darren Robertson   Products or companies we discuss are not paid endorsements. They are not sponsored by, nor do we have any professional or affiliate relationship of any kind with any of the companies or products highlighted in the show.... sadly! It's just stuff we like, think is cool and maybe of interest to you our listeners.   “Life should not be a journey to the grave with the intention of arriving safely in a pretty and well preserved body, but rather to skid in broadside in a cloud of smoke, thoroughly used up, totally worn out, and loudly proclaiming "Wow! What a Ride!”. Hunter S Thompson.  See acast.com/privacy for privacy and opt-out information.

A lot of brands will set aside an afternoon to bust out a mission, vision, values (MVV) exercise. PEARL iZUMi took 10 months. That’s not a typo. Ten months! When Chris Sword came in as new president of the company in early 2017, he brought everyone who worked there in on the process. He recognized that the MVV was on opportunity on a broad scale. It was a pathway to listen to his new team (literally everyone) and to discover what the beating heart of PEARL iZUMi truly is. It was a way to set a course for the company by identifying the brand’s North Star. Cycling apparel changes seasonally. PEARL iZUMi’s MVV will be a guide for decades.

Let me upgrade you. the goods: catandcloud.com

Hilary is a Personal Branding Coach who helps professional and creative women entrepreneurs define their Mission+Vision+Values, Craft their Brand Stories and attract ideal clients.

MA Business Success 90: Mission Vision Values by The Institute of Martial Arts

Pastor Henry Tam. 1 Thessalonians 1:2-10

Pastor Lucas Cooper, Lead Pastor at Bayview Glen Church, preaches a sermon entitled 'Mission, Vision, Values, and Strategy: Part 1' in the Horizons Series. www.bayviewglen.org

Pastor Lucas Cooper, Lead Pastor at Bayview Glen Church, preaches a sermon entitled 'Mission, Vision, Values, and Strategy: Part 2' in the Horizons Series. www.bayviewglen.org

This Podcast Is Episode Number 0118 And It Will Be An Interview With Jason Sturgeon From Arcade Consultants The first step of every client’s journey with me is the initial conversation. Whether across a table over a cup of coffee or lunch, on the telephone, or across distance via Skype, it’s important, as a consultant, to have a deep, meaningful conversation about what an organization needs, how it breathes and what the working pieces are, before we can talk about solutions. The exchange of information, during these chats, is not one sided, either. Prospective clients need to know more about me. Who am I? What, exactly, do I do? How do you know that I’m the right consultant for your organization? Over the course of many of these conversations, it has become clear that the first few questions are always the same – clients need all the same answers before they are ready to move on to the part of the conversation that pertains more directly to their own situation, and I am happy to have that discussion. However, it recently occurred to me that if this is the first information that clients look for when they get me on the phone, perhaps it’s information they should have access to before we even get to that first conversation. In that interest, I offer, Arcade’s FAQ: What qualifies you to be a consultant? What experience do you draw from when you give companies advice?I started my career in construction when I was 15 years old, installing roofing and siding for my brother’s company over the summer to pay for my college education. While I learned about construction management in school, I worked my way up through the ranks of first, my brother’s company, then a local builder of vacation homes, only moving into construction management after I finished my degree. As I worked in construction management, again moving upward from project to project, I found that my experience in the trades was a huge asset, because it gave me a perspective that few of my coworkers had. As I completed each project in my construction management career, I gained confidence in my skills at inspiring and collaborating with the team around me, and by the time I was managing my own projects, my teams were the envy of the organization – tight knit groups who knew how to communicate, delegate and most importantly, they knew how to succeed. It brought me a great deal of satisfaction, building that kind of work environment, but at the same time, it was frustrating, looking at the company around me and seeing all the work that needed to be done. The decision makers at my place of work were well aware of the success of my projects, and wanted me to help them build that kind of morale and productivity on a bigger scale, and asked me to collaborate on several initiatives, but in the end, all my ideas got bogged down in inefficient corporate processes, and as ‘just a PM,’ I just didn’t have the pull to get any significant changes made. So I decided to take my show on the road, and help other companies to build the kind of success that I’d only had the power to effect on a small scale as a PM. Now that I am consulting, I find that both tracks of professional experience, trades and management, give me a unique insight that lets me see the companies I help from a variety of angles and communicate freely with team members at all levels of the organization. Being able to spend my days helping people to make their workplace a place where everyone wants to spend their time is something that brings me a great deal of satisfaction, and I feel that I have a unique perspective at bringing unconventional solutions to the table. The first, obvious question that prospective clients ask me is “Okay, so you’re a consultant. What does that mean? What kind of problems do you solve?”I like to think that there are few problems or issues that I don’t solve. In fact, if I had to boil my service down to its essence, problem solving is what I provide. From clear, concise training on practical issues, review of accounting systems, IT troubleshooting and management, HR issues, morale, team building, company culture, and even smoothing interpersonal conflicts and communications issues in the workplace, I try to offer help solving any problem I can see. While I offer a lot of the usual, expected services, in many ways, the most satisfying aspects of my work often come in solving unexpected, previously unrecognized problems. For example, I recently interviewed a promising, motivated young woman who was struggling with morale and her team, and over the course of our meeting, it became clear that while her comprehension and ability to speak English was quite good, her accent was proving to be a barrier with her coworkers. I did some research and found an accent coach with a proven track record in helping people in just such straits. When I reported back to the company owner, I recommended that the company pay for the employee’s coaching, and give her time to devote to her studies during a small portion of the work day. Not only will this send a message of warmth and support to a young employee who has been feeling isolated and not a part of her team, it will help to improve her productivity and boost morale all around. It’s a win-win situation that the employer is more than pleased to implement, but the solution hadn’t occurred to anyone involved. So while I provide many services, in many spheres of business, I think my most unique and perhaps my most valuable service is that of finding problems that have not yet been defined, and offering solutions that lift everyone in the equation. Another question that I hear from many prospective clients is “What makes you unique – how are you different from other consultants?”One of the factors that makes me unique, in my experience of the consulting field, is my experience in the trades. I recently had a conversation with an attorney in the construction field, and I suggested to her that she spend a certain amount of time every month, shadowing employees in the trades. There is a perspective you gain, when you have actually spent time ‘in the trenches’ so to speak that business school can never impart. Another difference, based on conversations with clients who have had previous unsuccessful experiences with consultants in the past, is my transparency in process. At every stage of the process, I build estimates of what any given service will cost, and give the client the opportunity to decide precisely what services they want to purchase, and then if that hourly total ever gets close to the estimate without a successful resolution, I go to the client and we talk about why we’re looking at a higher price and whether they want to proceed. By giving clients a high level of control over what they spend, and plenty of notice about what numbers they’ll be seeing on my invoice, we avoid that sense of ‘sticker shock’ that can be so common in the consulting business. The next question I hear most often, is “What kinds of companies do you work with? How do I know if my company can benefit from your services?”The first and foremost thing that a company should consider is that a company who is ready for my services is a company who is ready to put in the requisite work to effect change. Change, even very good and necessary change, is not comfortable, and it’s not easy. Companies who are looking for a quick fix, for that ‘one cool trick’ that so many web ads promise, who are not ready to roll up their sleeves and work to build something better and stronger are not ready for the coaching I provide. Hearing a laundry list of all of the weaknesses of the organization that you have worked hard to build is not easy, and looking ahead at the effort and the sheer labor of the job before you can be daunting. Luckily, the second truth of hiring my services is the fact that my companies are never alone in this process. While I fully expect them to carry out the work of rebuilding, I also am with them every step of the way, offering solutions, options, ways to streamline the process of change, and a certain positivity that can be worth a great deal during times of hard work. I find that often, it isn’t so much the amount of work to be done that deters people, it’s the sense of not really knowing what to do, or how to proceed, and that’s something I can help with. Finally, companies considering my services should know that when you invest in my services, when you invest in me, you can expect me to invest in you. One of my training sessions talks about finding out why your employees come to work every day. The first (mistaken) answer that everyone offers is that people come to work for the paycheck – that they show up for the money. My response to that is that there are a lot of ways that most people could make a dollar – but day after day, they choose to get up and bring their talents to your organization. Why? Finding that answer is the heart of building a workplace that is populated with an interconnected team of empowered individuals, rather than an assembly of widget-makers. That same principle applies to you, and it applies to me. There’s a reason why we do what we do, day in and day out. Sure, I need to pay my bills, but that’s not why I do what I do. The reason I am in this business is because I am invested, in every single client who comes to me, whether it’s for a full scale overhaul or to resolve a specific acute issue. I find the motivation to get up every morning knowing that I’m going to meet with someone who was stressed, overwhelmed and ready to give up last month, but today, is relaxed, confident and breathing easy, thanks to my input, or I’m going to hear from someone who called me in a panic last week with a heated dispute, and is now back on track, mending the work relationship with that contact. Your victories, whether minor or game-changing are my motivation, and you can count on me to help you win them. “Okay, let’s say I’m ready for change. What, exactly, is it that you do?”Whether a company is a small operation with only a few employees or a big corporation with sophisticated HR needs, I have services to offer. Whether you have serious, functional issues and need a heavy duty overhaul or just need a light tune-up, I can offer the level of solutions that you need. Whether you are local and in need of extensive on-site intervention, or whether you are located on the other side of the country, and better served by webinars or online training sessions using systems like Mindflash, I have the interpersonal and technological savvy for the job. The most important factor is that you are ready for both the effort and the discomfort of change. Again, I pride myself on offering a vast array of services and coaching. However, to simplify it for the purposes of this question, we could look at my website, where I organize my services onto three separate pages: Full Scale Business Consulting, Training and Dispute Resolution. The lists of services for each heading are actually fairly long, so I’ll spare you listing them here, though you could get a more detailed view by checking out www.arcadeconsultants.com and looking under those headings. However, Full Scale Business Consulting is just what it sounds like. I perform a complete analysis of a business on a variety of levels from nuts and bolts aspects like accounting and IT to business practices like Mission Vision Values, safety policies, and marketing, through human resources concerns like morale, organization charts, social media and a good deal more. I prepare a report that outlines all of these aspects and then the decision makers and I develop a plan for moving forward that includes coaching at every stage of the process. Under the Training heading, I offer a variety of different training modules, from understanding Contracts and Change Orders, through using various software solutions and conceptual topics like communication, company culture, learning styles and time management. Finally, under Dispute Resolution, I offer services in helping with resolving various matters, in either a mediation role, or as a negotiator – anything from something as simple as writing a letter to as in depth as providing comprehensive substantiations and risk analysis workups. When companies find themselves in a situation where they just want to get out from under a conflict that is becoming a liability, I help them resolve the matter as quickly and painlessly as possible. What else do you want to know?Now you know who I am, what I do and why. Wondering what I could do to help your organization? Want to know more about my process or services? Give me a call at 425-269-4886 for a free initial consultation today! Editors Note:I trust this podcast helps you understand that outsourcing your contractors bookkeeping services to us is about more than just “doing the bookkeeping”; it is about taking holistic approach to your entire construction company and helping support you as a contractor and as a person. We Remove Contractor's Unique Paperwork Frustrations We understand the good, bad and the ugly about owning and operating construction companies because we have had several of them and we sincerely care about you and your construction company! That is all I have for now and if you have listened this far please do me the honor of commenting and rating podcast www.FastEasyAccounting.com/podcast Tell me what you liked, did not like, tell it as you see it because your feedback is crucial and I thank you in advance. You Deserve To Be Wealthy, Because You Bring Value To Other People's Lives! I trust this will be of value to you and your feedback is always welcome at www.FastEasyAccounting.com/podcast This is one more example of how Fast Easy Accounting is helping construction company owners across the USA including Alaska and Hawaii put more money in the bank to operate and grow your construction company. Construction accounting is not rocket science; it is a lot harder than that and a lot more valuable to construction contractors like you so stop missing out and call Sharie 206-361-3950 or email sharie@fasteasyaccounting.com Thinking About Outsourcing Your Contractors Bookkeeping Services? Click On The Link Below: www.FastEasyAccounting.com/hs Need Help Now? Call Sharie 206-361-3950 sharie@fasteasyaccounting.com In closing, I want to caution you that we may or may not be a good fit for your contracting company. This guide will help you learn what to look for in outsourced construction accounting. Thank you very much and I hope you understand we really do care about you and all contractors regardless of whether or not you ever hire our services.Bye for now until our next episode here on the Contractors Success MAP Podcast. Warm Regards, Randal DeHart | Contractors Accountant We Remove Contractor's Unique Paperwork Frustrations

Water's Edge exists to Encounter God, Embrace People and Engage the World