Podcasts about Towers Watson

Dr. Laura welcomes Mike Horne PhD, author of The People Dividend and an executive and organization development coach, to the show to talk about his book and why he's drawn to making people and organizations better versions of who and what they currently are. Mike began his career in labour management relations, which led him into the world of learning and development. Mike's driving question has always been about how he could live out his humanistic values and help people. As he says “I'm not afraid to be called a helper.”Mike and Dr. Laura discuss organizational culture, remote and hybrid work, and the impact of helping professions. Mike describes his book, The People Dividend, as being about humanistic values as a way of creating engagement. The words he says are the most important are dignity, kindness, and respect. Dr. Laura learns how Mike guides people through growth, the impact his book is having, and how leaders can unlock the potential in people and find the best talent for the job.“I'm working on a very big project right now on Civility in an organization for a very large health care system. And I think it's just another way that we're talking about differences in the workplace. There's all kinds of backlash around diversity, equity and inclusion. It's very difficult for me to understand that, given that we have enough research that tells us that diverse teams understanding diverse customers helps you make money.” Mike Horne, Ph.D.About Mike Horne, Ph.D.:Mike Horne, Ph. D., is a highly experienced global corporate human resources and organization development leader, distinguished executive coach, best-selling author, and sought-after speaker. He is dedicated to empowering aspiring leaders, executives, and teams to navigate transitions, excel in new roles, and increase their effectiveness and influence. He hosts The People Dividend Podcast, which ranks in the top 10% of all podcasts globally.Previously, for nearly three decades, Dr. Horne held pivotal human resources and organization development roles, including the Head of Human Resources for Gilead Sciences' Research Division, Global Leader of Talent and Development for Brocade, and Head of Organization Development for Genentech. Before these positions, he served 15 years in human resources leadership roles for Nortel Networks, Marriott International, Towers Watson, and NLRB. He is the chairperson for the graduate Human Resources and Leadership Studies programs at Golden Gate University in San Francisco.In November 2024, Dr. Horne released The People Dividend: Leadership Strategies for Unlocking Employee Potential, which outlines the “people dividend” philosophy and identifies key areas for investment, such as building trust, encouraging motivation, ensuring open communication, retaining employees, making better decisions, and enhancing the organization's reputation. He is also the author of Integrity by Design: Working and Living Authentically, which calls readers to their higher purpose and to the aspiration to work and live authentically.Resources:Website: Mike-Horne.comLinkedInInstagramYoutubePodcast: The People Dividend Podcast“The People Dividend” by Mike HorneThe Immunity to Change method by Robert Kegan and Lisa Lahey“The Science of Change” by Richard E. Boyatzis“supercommunicators” by Charles DuhiggLearn more about Dr. Laura on her website: https://drlaura.liveFor more resources, look into Dr. Laura's organizations: Canada Career CounsellingSynthesis Psychology

In this episode of HR Like a Boss, host John Bernatovicz is joined by leadership and HR expert Dr. Mike Horne, author of The People Dividend. Together, they explore the shifting role of human resources as a force for alignment and engagement in today's organizations. From executive conflict resolution to the challenges of promoting technical experts into leadership roles, Mike shares how organizations can thrive by embracing humanistic values and purpose-driven leadership. Whether you're in HR, OD, or executive leadership, this episode offers grounded wisdom for creating high-impact, people-centered workplaces.ABOUT MIKE HORNEMike Horne, Ph. D., is a highly experienced global corporate human resources and organization development leader, distinguished executive coach, best-selling author, and sought-after speaker. He is dedicated to empowering aspiring leaders, executives, and teams to navigate transitions, excel in new roles, and increase their effectiveness and influence. He hosts The People Dividend Podcast, which ranks in the top 10% of all podcasts globally. Previously, for nearly three decades, Dr. Horne held pivotal human resources and organization development roles, including the Head of Human Resources for Gilead Sciences' Research Division, Global Leader of Talent and Development for Brocade, and Head of Organization Development for Genentech. Before these positions, he served 15 years in human resources leadership roles for Nortel Networks, Marriott International, Towers Watson, and NLRB. He is the chairperson for the graduate Human Resources and Leadership Studies programs at Golden Gate University in San Francisco. In November 2024, Dr. Horne released The People Dividend: Leadership Strategies for Unlocking Employee Potential, which outlines the “people dividend” philosophy and identifies key areas for investment, such as building trust, encouraging motivation, ensuring open communication, retaining employees, making better decisions, and enhancing the organization's reputation. He is also the author of Integrity by Design: Working and Living Authentically, which calls readers to their higher purpose and to the aspiration to work and live authentically.

Dr. Harlan Levine began his career practicing internal medicine but soon moved into business leadership roles at national healthcare organizations to help improve the dysfunction with payer-provider relationships that he experienced firsthand as a physician.At United Health Group, Dr. Levine joined as clinical lead of the team that launched Optum, where he subsequently served as chief medical officer for more than six years. He also led the health management practice at Towers Watson and served as executive vice president of comprehensive health solutions at WellPoint, among other roles.In 2013, Dr. Levine joined City of Hope, one of the country's largest and most advanced cancer research and treatment organizations. City of Hope's uniquely integrated model spans cancer care, research and development, academics and training, and a broad philanthropy program that powers its work. City of Hope's growing national system includes its Los Angeles campus, a network of clinical care locations across Southern California, a new cancer center in Orange County, California, and cancer treatment centers and outpatient facilities in the Atlanta, Chicago and Phoenix areas.In addition to currently serving as president of health innovation and policy at City of Hope, Dr. Levine is also chair of the board of AccessHope. A spinout from City of Hope, AccessHope partners with the nation's most prestigious cancer research centers to help make leading-edge cancer care available to all, regardless of geographical location.Dr. Levine joined Keith Figlioli for the second episode of a Healthcare is Hard series exploring opportunities in oncology. Some of the topics they discussed include:Community practice vs. academic medical centers. Delivering personalized care and giving patients access to cutting-edge treatment is equally important, yet historically difficult to balance. In the first episode of this series, Dr. Stephen Schleicher from Tennessee Oncology shared how one of the nation's most successful community oncology practices is tackling the challenge. In this episode, Dr. Levine discussed City of Hope's model of putting academic research at the center and connecting it with community practices. He described how City of Hope is changing the direction of cancer care – not just delivering it – by giving patients faster access to emerging science.Defining value in oncology. Dr. Levine calls himself an outlier when it comes to value-based care in oncology because he thinks the industry missed a critical first step – defining what the term means. In most circumstances, discussions around value are centered around reducing cost. But Dr. Levine points out that a cancer patient defines value very differently. They define it as survival. They think about whether or not they returned to normal functionality in normal life, and what their experience was through the entire treatment process. He says the industry needs to recognize and customize models for these unique aspects of cancer care before the term VBC should be used in oncology.AI in oncology. Dr. Levine shared his outlook for the many ways artificial intelligence will change oncology – from drug discovery to care delivery. He believes AI will completely disrupt the approach to cancer care and that the revolution will happen quickly – not in seven to 10 years, but in three to five. He talked about the ways he sees AI changing how doctors deliver care, and why he's even more optimistic about its ability to accelerate research.To hear Dr. Levine and Keith discuss these topics and more, listen to this episode of Healthcare is Hard: A Podcast for Insiders.

In episode 11 of the Alternative Allocations podcast series, Tony and Ben cover a great deal around allocating capital and the opportunities in private markets. Ben provides his perspective on handling conversations with clients and stresses the importance of providing transparency into the operational side of alternative investments, the features and benefits of these new structures, and the merits of the proposed underlying asset class. Ben Webb, CFA® Ben Webb, CFA®, is a Director on Balentine's Investment Strategy Team. In this role, he conducts research, data aggregation, portfolio analysis, and performance attribution. Prior to joining Balentine, he spent more than two years at Towers Watson, working predominantly with institutional clients. Ben is a CFA® charterholder and sits on the programming committee of CFA Society Atlanta. Additionally, he is a member of the Southern Capital Forum. Ben is a veteran of the United States Navy, where he served as a nuclear reactor plant operator and as a nuclear mechanic onboard a submarine.   Benjamin Webb, CFA | LinkedIn Alternatives by Franklin Templeton Tony Davidow, CIMA® | LinkedIn

About Harlan Levine:Harlan Levine, M.D., is president of health innovation and policy.  He also serves as the chair of the board of AccessHope™, a spinout company from the City of Hope that is focused on serving the employer market and making leading-edge cancer care available to all, regardless of geographical location.Prior to the City of Hope, Dr. Levine held executive roles at UnitedHealth Group, Towers Watson, and Anthem Inc. He currently serves as a board member and secretary for BioScienceLA, as a member of the Keck Graduate Institute's Board of Trustees, and as a board member for Vida Health, Active Life Scientific, and Reimagine Care.  He is on the advisory board for Innovaccer and Laguna Health. For 10 years, he has been a strategic advisor to the founder/chairman of the board of Quantum Health, and now chairs its external clinical advisory board.  In addition, he is a member of the Accessibility and Affordability Working Group for the California Institute for Regenerative Medicine and a senior fellow for Health Evolution Forum's New Models of Care Delivery.He is certified by the American Board of Internal Medicine and licensed by the Medical Board of California. He earned his undergraduate degree from Harvard College and his medical degree from the University of California San Francisco. He interned at Mount Zion Hospital and Medical Center in San Francisco and completed his residency in internal medicine at Cedars-Sinai Health System in Los Angeles.Things You'll Learn:City of Hope's Distinctive Strategy: Integrating state-of-the-art research with patient-centric care. Their outreach to underrepresented markets and the introduction of a mobile van for prevention and screening empower communities with NCI-level care accessibility.Dr. Harlan emphasized how social determinants of health, including the cost of care, transportation challenges, and insufficient culturally relevant education, contribute to inequalities in cancer care.The importance of collaboration, policy adjustments, and the integration of community and academic oncologists. The initiatives at City of Hope, including the affiliated company Access Hope, aim to provide expert opinions and cutting-edge cancer care to diverse populations.Gain an understanding of the obstacles that create barriers for patients to access the latest advancements in cancer treatment and assess the effects of limited networks on fair access to care.Resources:Connect with and follow Harlan on LinkedIn.Follow City of Hope on LinkedIn.Visit the City of Hope website here.

Today my guest Damian Carnell is a guy who figured it out early in his career about what he wanted to do and the impact he wanted to make. Career Background:Executive Compensation FocusFounder of CORPGRO Worked for great companies like Towers Watson for over 22 years Aon Hewitt EY SeniorHighlightsFirst job in pub and getting along with your co-workers is importantBeing sponsored after high school by an Engineering companyGet the right work life balance early onGetting Big 4 experienceEnding up in Hong Kong and "being" the Insolvency departmentRose Chan - Kung fu masterComparing working in the UK to HKGet a Magna Carta lesson HEREHitting the high powered 80's and changing career focusBoutique consulting firm owned by a large law firm (Clifford chance Law Firm)Getting deep into employee ownership and compensation modelsJoining Willis Towers Watson and the world of executive compensationGetting the question "How does it feel having spent the best part of your professional career doing something that doesn't work?"Key to being a great consultantNot knowing the answer to a questionGetting put on the spot during a compensation discussionA multi millionaire still living with his motherIntegrity discussionWant to be a guest? Email me at gpnowak@gmail.com!

Start leading your workplace to become a happier and healthier place to be. Too often employee wellness gets pushed down the list by other priorities, but consider that teams with higher levels of wellness perform better, deliver stronger results, and have higher retention levels.  This emphasizes that employee wellness is something all leaders should be considering for themselves and their teams. I hosted Stephane Charbonnier, Chief Human Resources Officer of L'Oréal USA, who shares an essential strategy to lead wellness in the workplace and make everyone feel more productive and positive. Before joining L'Oreal in 2013, Stephane worked more than two decades in key HR leadership positions at global organizations including Towers Watson, PepsiCo, Kraft Foods, American Express and McDonalds in Europe and in the United States. In his current role as CHRO, Stephane is responsible for leading the company's overall HR strategy in the U.S., including talent acquisition, learning and development, total rewards, HR operations and people analytics. He has built a high-performing team inclusive of centers of excellence and division leads who are all focused on creating the best possible employee experience.” L'Oreal is the largest cosmetic company in the world with $34B in revenue and over 85,000 employees.   LinkedIn Profile https://www.linkedin.com/in/stephanecharbonnier/ (https://www.linkedin.com/in/stephanecharbonnier/) Company Link: https://www.loreal.com/en/ (https://www.loreal.com/en/) What You'll Discover in this Episode: Stephane's winning strategy that led companies in two different countries to achieve the top 10 best work. Three surprising strategies for work-life balance. Why should you encourage your team to bring their “whole self” to work. Why effective prioritizing is “ruthless” by nature. How to lead wellness in the workplace. The one trait he'd like to instill in every employee, and why it's important. How to use texting as a leadership skill. A surefire strategy to secure your place in the CEO's Inner Circle. The insidious cost that's even bigger than employee turnover. Three success strategies for anyone who wants to get promoted. ----- Connect with the Host, #1 bestselling author Ben Fanning https://www.benfanning.com/speaker/ (Speaking and Training inquires) https://followbenonyoutube.com (Subscribe to my Youtube channel) https://www.linkedin.com/in/benfanning/ (LinkedIn) https://www.instagram.com/benfanning1/ (Instagram) https://twitter.com/BenFanning1 (Twitter)

Carine Schneider is an experienced and well-connected leader in the private market & global compensation industry. Carine is currently the President of AST Private Company Solutions and was formerly the President, NASDAQ Private Market Equity Solutions. She was the founder & CEO of WFFConnect, a mission-driven company to connect women founders to capital that was acquired by WorldWideWomen. Carine has held various leadership positions including CEO of Certent, founder & CEO of Global Shares, Partner at PwC and Nua Group, and executive positions at Morgan Stanley and Towers Watson. She is a frequent speaker at conferences around the world, including President Obama's Global Entrepreneurial Summit, and has authored various articles in industry publications. he was honored in 2019 with the ProShare Award for Services to Employee Share Ownership, in 2017 as one of the 100 Influential Women in Silicon Valley (Silicon Valley Business Journal), and one of 17 “Women to Watch”​ in 2017 by Brown Brothers Harriman. Carine was invited to become a Fellow of Global Equity in 2019. Connect with Jon Dwoskin: Twitter: @jdwoskin Facebook: https://www.facebook.com/jonathan.dwoskin Instagram: https://www.instagram.com/thejondwoskinexperience/ Website: https://jondwoskin.com/LinkedIn: https://www.linkedin.com/in/jondwoskin/ Email: jon@jondwoskin.com Get Jon's Book: The Think Big Movement: Grow your business big. Very Big!   Connect with Carine Schneider: Website: https://astrella.com/ Twitter: https://twitter.com/carineschneider Instagram: https://www.instagram.com/ast_financial/ LinkedIn: https://www.linkedin.com/in/carineschneider/

Our guest today is our dear friend Stéphane Charbonnier, Chief Human Resources Officer of L'Oréal USA. Before joining L'Oreal in 2013, he worked more than two decades in key HR leadership positions at global organizations including Towers Watson, PepsiCo, Kraft Foods, American Express and McDonalds in Europe and in the United States. In his current role as CHRO, Stéphane  is responsible for leading the company's overall HR strategy in the U.S., including talent acquisition, learning and development, total rewards, HR operations and people analytics. He has built a high-performing team inclusive of centers of excellence and division leads who are all focused on creating the best possible employee experience.   ###We are grateful for our amazing sponsor, LifeGuides, a peer-to-peer community that helps you navigate through your day-to-day stressors by providing a place of empathy, listening, wisdom, and support with a Guide who has walked in your shoes, experiencing the same challenge or life experience as you.  We have a special offer for you from LifeGuides. It's this easy -  Schedule a demo and drop Healthy2021 in the “Any Questions?” box and receive 2 FREE months service. How GREAT is that?If you love this podcast, please share and give It a 5 star rating! If you feel inspired, we invite you to come on over to We Thrive Together and join our community. We have created this space for you to feel safe to talk about anxiety and mental health at work and at home.###Your hosts are Adrian Gostick and Chester Elton. They have spent more than two decades helping clients around the world engage their employees on strategy, vision and values. They provide real solutions for leaders looking to manage change, drive innovation and build high performance cultures and teams. Their work is supported by research with more than a million working adults across the globe.They are authors of multiple award-winning Wall Street Journal and New York Times bestsellers All In, The Carrot Principle, Leading with Gratitude, and Anxiety at Work. Their books have been translated into 30 languages and have sold more than 1.5 million copies. They have been called “fascinating” by Fortune and “creative and refreshing” by The New York Times. Learn more about their speaking, courses, and executive coaching practice at The Culture Works.

A recent Towers Watson survey reported that half of managers don't set effective employee expectations or goals. And if, therefore, 50% of employees haven't received a clear message on what is expected of them, they will figure out their own expectations, they won't know how close or far away they are to what their manager had in mind and no one will know when or if the expectation has been achieved. This episode is all about the art of setting clear expectations and how to do it.  

68. Sabrina Bailey - How Can I Help? “Instead of a handout, a hand up. And what I mean by that is truly allowing we've got one employee in country (where we have a non-profit), truly allowing her vision to be cast. Our only role as the not-for-profit is to come alongside and to mentor, to coach, to guide and leadership philosophy.” Guest Info: Sabrina Bailey is the Global Head of Wealth Solutions at Refinitiv, an LSEG (London Stock Exchange Group) company, joining the company in May 2021. In this role Sabrina is responsible for developing and delivering upon the strategic vision and direction for Refinitiv's global Wealth Solutions business. This includes embracing and leveraging technological advances to deliver innovative, customer-centric offerings. Sabrina is a proven senior level executive with over 20 years of financial services experience.  Prior to joining Refinitiv Sabrina held several senior executive positions, most recently as CEO of Emotomy, Northern Trust Asset Management's digital investment advice offering. In her prior role at Northern Trust Sabrina was the Global Head of Retirement Solutions with responsibility for the development and deployment of Northern Trust's retirement strategy globally. Prior to joining Northern Trust Sabrina held a variety of positions in executive leadership, management, investment consulting, and manager research at Mercer, Towers Watson, RogersCasey, and Arnerich Massena and Associates.  Sabrina has received several industry accolades. In 2020, Sabrina was named Top Women in Asset Management by Money Management Executive. In 2017, Sabrina was named Distinguished Woman Investment Professional of the year by Women Investment Professionals. In 2016, Sabrina was named a "40 under 40" by Crain's Chicago Business, being selected for the business leadership honor from more than 1,000 nominees.  Outside of work Sabrina enjoys spending time with her husband of over 20 years and her 2 daughters. She is passionate about giving back to others through service, including serving on the Chicago Advisory Board of The Salvation Army, actively volunteering in the Roseland neighborhood of Chicago, and as the co-founder of Grow for Hope, a not-for-profit focused on empowering women in Sierra Leone Africa through education and employment. She is also an outdoor enthusiast always looking to go on the next adventure with her family and friends including running, hiking, cliff jumping, rock climbing, hang gliding and other athletic feats.  Sabrina holds a Bachelor of Science in Business Administration and Management and an MBA in Organizational Leadership from George Fox University. Favorite Quote: “The only legacy we leave behind is the impact we have on others.”  — Unknown R.O.G. Takeaway Tips: Your legacy is an accumulation of the micro moments of generosity throughout your life. Ask others, “How can I help?”  Share your time, talent and treasure. Resources: Sabrina Bailey on LinkedIn (in/Sabrina-Bailey-Change-Agent) Sabrina Bailey Appointed to Run Wealth Solutions Business Fintech Luminaries – Meet Sabrina Bailey of Refinitiv, an LSEG business Wealth Tech Today Ep 109: Building A Globalized Data Strategy Delivered Locally with Sabrina Bailey, LSEG Coming Next: Episode 69: We will be joined by Jeff Christian. Credits: Sabrina Bailey, Sheep Jam Productions, Host Shannon Cassidy, Bridge Between, Inc.

توى اپيزود سیزده آقای محسن مکرمی از منابع انسانی صحبت ميكنه! آقای مکرمی در شرکت‌های زیمنس، رنو و دنون به عنوان مدیر ارشد منابع انسانی فعالیت داشتن و در حال حاضر معاون منابع انسانی دیجیکالا هستند. توى شروع این قسمت، طبق معمول هر اپیزود، ما سراغ داستان مهمونمون میریم و بعد با آقای مکرمی متمرکز میشیم روی موضوع منابع انسانی، از اهمیتش برای سازمانها میگیم، به زیرشاخه‌های این موضوع میپردازیم و نکات جذاب و چالش‌های این موضوع رو بررسی میکنیم!  برخی کلمات انگلیسی استفاده شده در این اپیزود: 1- Profit سود 2- A player will hire A player یک فرد خیلی حرفه‌ای، یک فرد خیلی حرفه‌ای را استخدام می‌کند 3- B player will hire C player3 یک فرد حرفه‌ای، کسی را استخدام می‌کند که از خودش ضعیف تر است 4- Context: زمینه 5- Ecosystem: اکوسیستم 6- Recruitment excellence: قابلیت(مزیت) جذب 7- Trainer: مربی 8- Core competency: صلاحیت‌های اصلی 9- Diverse: متنوع 10- Technical: تکنیکی 11- Fast learner:کسی که سریع یاد می‌گیرد 12- Alignment: هم‌راستایی 13- Pitfall: تله 14- Hollow effect : خطای هاله‌ای 15- Selective attention : دقت انتخاب‌شده 16- Engage : مشارکت 17- Performance: عملکرد 18- HR (Human Resource) : منابع انسانی 19- Lead : هدایت 20- Support function : پشتیبانی 21- Facilitation : تسهیل‌گری 22- Tools : ابزار 23- Target : هدف 24- Incentive : مشوق 25- Financial : مالی 26- Talent : استعداد 27- Roof top:پشت بام 28- Gap:فاصله 29- Wrong:غلط 30- Self awarenes : آگاهی فردی 31- Cascade :آبشاری 32- Cross-functional :قابلیت‌های ضربدری (وقتی کسی یا چیزی در چند بعد مختلف قابلیت دارد) 33- Disagree : مخالفت 34- Towers Watson :یک مدل در حوزه منابع انسانی 35- Role:نقش 36- Leadership :رهبری  37- Value :ارزش 38- Performance  39- Management : مدیریت عملکرد  40- Coaching :مربی‌گری 41- Data : داده - اطلاعات 42- Qualified :صاحب صلاحیت 43- Peer :همرده 44- Deep :عمق/عمیق 45- Mechanism :مکانیزم 46- Dashboard :داشبرد 47- Balance :بالانس 48- Operation :عملیات 49- Fundamental : زیرساختی 50- Rebuild :بازسازی 51- Dimension :بعد 52- Develop :توسعه اگر تمایل دارین از کارکسب حمایت مالی کنین اینجا کلیک کنین! اگر صاحب کسب و کار هستین و تمایل دارن محصول یا خدماتتون رو به مخاطب کارکسب معرفی کنین: sponsors@kaarcasb.com   اسپانسر این اپیزود: شرکت ویما اینستاگرام ویما   راههای دنبال کردن ما: وبسایت کارکسب اینستاگرام کارکسب توییتر کارکسب کانال یوتیوب کارکسب کانال تلگرام کارکسب لینکدین کارکسب

If it hasn't happened to you in your career, it probably will. It, of course, is a rebrand. Whether you were on the wrong side of a trademark challenge, you were part of two or more organizations coming together, or you're starting an organization from scratch, you'll need to understand and manage brand implementation. Otherwise, it will manage you.  In this episode of Messaging on a Mission, Douglas Spencer talks with Darren Horwitz, Founder of TenTen, a brand implementation firm that helps organizations plan, build, and manage change. The pair have known each other for quite a while so brace yourself for a fun conversation.  Episode Guest(s): Darren Horwitz is the Founder of TenTen, a brand implementation firm that helps organizations plan, build and manage change. Darren sees implementation planning and brand governance as the key to optimizing any brand, and he has more than two decades' worth of experience doing it.  Prior to founding TenTen, Darren served as Senior Director of Implementation for FutureBrand, where he built the implementation and brand governance concepts that helped some of FutureBrand's largest clients—including American Airlines, Cadillac, Exelon, Pitney Bowes, and USAA—to both deploy and govern their brands at scale. Previously, as Director of Brand Management Systems for Interbrand, Darren helped clients such as Humana, Thomson Reuters, Towers Watson, Wrigley, and MWV. In 2005, Darren was also a founding partner at Pixeljockey LLC, a brand identity production agency. Key Takeaways: Start talking about implementation early on Prioritize what needs to be done now…and what can wait Creatively engage your employees at launch DIY some of the work in-house...but not all of it Think of rebranding as a long-term investment Use a framework of know, believe, live, and advocate! Useful Links: TenTen.works Stanford Social Innovation Review Recovery and growth for social enterprises in a post Covid-19 world: what you need to do

Dr. Solange Charas is the CEO and Founder of HCMoneyball, whose primary SaaS product is an analytics platform that instantly transforms human capital data into actionable information so that organizations can optimize their returns on investment in people and people programs. She served on the Board of public companies, where she was the Chair of the Audit Committee and Remuneration Committee. She also served on the board of several private for-profit organizations, a non-profit organization, and a higher education institution. She is currently an Adjunct Professor at Columbia, USC and NYU Graduate Schools. Dr. Charas is also a Distinguished Principal Research Fellow with The Conference Board. She was the CHRO for three publicly traded organization and held various senior level positions at Arthur Andersen, Ernst & Young, The Hay Group and Towers Watson.

Pooja Sachdev is a leading practitioner in the diversity and inclusion space. Pooja discusses with Simon the real challenges faced by organisations when working on diversity and inclusion. This conversation reveals how language can be used to silence people rather than open up discussions, and how we need to 'decriminalise bias' if we are to acknowledge our conscious and unconscious biases.    Pooja and Simon discuss their personal experiences of working with diversity; Pooja from a perspective of her 'hyphenated' Indian-UK identity,  and Simon as a white UK male.   They discuss shame and guilt, and how racism is often repressed but returns in different ways in each generation, the latest wave being the Black Lives Matter movement.   Organisations are often performative in the way they use woke-slogans to cover up hidden toxic cultures. A shift is needed from woke and blame cultures towards creating safe spaces that encourage curious conversations, which can reveal what's really going on, and enable positive reform and changes to be made.  Enjoy this podcast.  Note: Pooja and Simon will be leading a Webinar titled 'Diversity and Inclusion: Are you performing or reforming' on January 28th 2021 3-5pm UK time.  For more information contact simon@analyticnetwork.com (mailto:simon@analyticnetwork.com)     Bio Pooja is a business psychologist, organisational consultant and founder of Rewire Consulting (www.rewireconsulting.com (http://www.rewireconsulting.com/) ).  Pooja is co-author of 'Rewire: A Radical Approach to Tackling Diversity and Difference', which was published by Bloomsbury in 2015 and described by the FT as "the most refreshing approach to diversity I have read" (Nov 4, 2015). Prior to setting up her own practice, she served as Senior Policy Officer at the (then) Commission for Racial Equality in the UK and as a Consultant in the Human Capital division at Towers Watson. In recent years, she has consulted with organisations such as Microsoft, Caterpillar, HSBC, Universal, Annapurna Pictures, Vice Media and Red Bull to help embed inclusive leadership and practices.  She has lived in three countries and is raising two feisty and fabulous daughters in London

Welcome ... to episode number 9 and my interview with Sam Seaton who is the CEO of MoneyHub, an award-winning digital financial tool for customer-centric organisations and a leading player in the field of open banking. https://mailchi.mp/1a4280df3501/9gcib1bw0r (Free Visual Summaries) I've been working with an incredibly talented artist to create a set on fantastic visual summaries of the first five episodes. To grab the full set simply click this https://mailchi.mp/1a4280df3501/9gcib1bw0r (link), enter your details and we'll fire them straight across to you via email. Episode Overview Sam has worked across a diverse mix of organisations, from global advisory firms such as Towers Watson, to innovative financial forecasting businesses, yet her unwavering ambition to make financial advice and information accessible to all remains constant. That purpose-driven ambition became very apparent, very quickly in our conversations which lead me to ask Sam about whether a sense of purpose, or knowing your why, is truly important for leaders or is it just hype. Alongside that we get deep into the weeds discussing resilience, tenacity, and deliberately putting yourself in positions where you feel deeply uncomfortable. For me, the most interesting part of our conversation was Sam's methodology for deciding when to stick with a plan and when to change tack. So, having tee'd up another great episode…please enjoy my conversation with Sam Seaton. Visual Summaries Be sure to grab your visual summaries https://mailchi.mp/1a4280df3501/9gcib1bw0r (here). #LeadOn

In the inaugural episode of the Common Sense Digest, our Chairman Earl Wright leads a discussion about one of the hottest issues facing state lawmakers; a proposed public option for health care. Joining Earl are the two authors of the most recent CSPR study, which was released this month. The study concerns the potential unintended consequences of a public option, and poses key questions that remain unanswered, yet should be crucial for the ongoing debate. First is Rick Rush is the Managing Partner and founder of the health care consulting firm GERICK. Rick is a health care actuary with over 30 years of experience within the industry ranging from employee benefits consulting at Aon Hewitt and Towers Watson, to being a court-appointed rehabilitator/liquidator of insolvent HMOs, and most recently Executive Director of Actuarial Services at Kaiser Permanente Colorado. Second is Chris Brown is the Director of Policy and Research with the Common Sense Policy Roundtable.

TRANSCRIPT: https://actuaries.logicaldoc.cloud:443/download-ticket?ticketId=9fa6ac72-ceb3-42d1-baaf-b90682e0bf0cDESCRIPTIONIn the latest in the Actuaries Institute podcast series, Consulting actuary Paul Swinhoe sits down with Co-Founder and Director of 10Life Iris Lun about starting 10Life in the Hong Kong market, how they’ve reached over half a million customers already and the highs and lows of being an entrepreneur.ABOUT THE SPEAKERSIris Lun is Co-founder and Director of 10Life, an insurtech company based in Hong Kong focussed on bringing transparency to insurance consumers. Iris has 20 years of international experience in the insurance industry across Australasia and Europe. Prior to starting 10Life, Iris held various actuarial and business positions at global consulting and life insurance companies including Prudential, ING Group and Towers Watson, covering areas in pricing, valuation, product development, risk management and strategic business management. Iris is a Fellow of the Actuaries Institute Australia and the Actuarial Society of Hong Kong, and holds a combined Bachelor of Commerce (Actuarial Studies) and Arts (Japanese) degree from the University of Melbourne.Paul Swinhoe is a consulting actuary and Principal at Deloitte. Paul has more than 30 years of experience in actuarial and consulting roles specialising in life insurance, wealth management, annuities and reverse mortgages.ABOUT THE ACTUARIES INSITITUTEAs the sole professional body for Members in Australia and overseas, the Actuaries Institute represents the interests of the profession to government, business and the community. Actuaries assess risks through long-term analyses, modelling and scenario planning across a wide range of business problems.This unrivalled expertise enables the profession to comment on a range of business-related issues including enterprise risk management and prudential regulation, retirement income policy, finance and investment, general insurance, life insurance and health financing.Find out more about actuarieshttps://www.actuaries.asn.auFollow the Institute of Actuaries on our social channels;LinkedIn: https://www.linkedin.com/company/792645/Facebook: https://www.facebook.com/pages/Actuaries-Institute/183337668450632Instagram: https://www.instagram.com/ActuariesInstTwitter: https://www.twitter.com/ActuariesInst

TRANSCRIPT: https://actuaries.logicaldoc.cloud:443/download-ticket?ticketId=9fa6ac72-ceb3-42d1-baaf-b90682e0bf0cDESCRIPTIONIn the latest in the Actuaries Institute podcast series, Consulting actuary Paul Swinhoe sits down with Co-Founder and Director of 10Life Iris Lun about starting 10Life in the Hong Kong market, how they’ve reached over half a million customers already and the highs and lows of being an entrepreneur.ABOUT THE SPEAKERSIris Lun is Co-founder and Director of 10Life, an insurtech company based in Hong Kong focussed on bringing transparency to insurance consumers. Iris has 20 years of international experience in the insurance industry across Australasia and Europe. Prior to starting 10Life, Iris held various actuarial and business positions at global consulting and life insurance companies including Prudential, ING Group and Towers Watson, covering areas in pricing, valuation, product development, risk management and strategic business management. Iris is a Fellow of the Actuaries Institute Australia and the Actuarial Society of Hong Kong, and holds a combined Bachelor of Commerce (Actuarial Studies) and Arts (Japanese) degree from the University of Melbourne.Paul Swinhoe is a consulting actuary and Principal at Deloitte. Paul has more than 30 years of experience in actuarial and consulting roles specialising in life insurance, wealth management, annuities and reverse mortgages.ABOUT THE ACTUARIES INSITITUTEAs the sole professional body for Members in Australia and overseas, the Actuaries Institute represents the interests of the profession to government, business and the community. Actuaries assess risks through long-term analyses, modelling and scenario planning across a wide range of business problems.This unrivalled expertise enables the profession to comment on a range of business-related issues including enterprise risk management and prudential regulation, retirement income policy, finance and investment, general insurance, life insurance and health financing.Find out more about actuarieshttps://www.actuaries.asn.auFollow the Institute of Actuaries on our social channels;LinkedIn: https://www.linkedin.com/company/792645/Facebook: https://www.facebook.com/pages/Actuaries-Institute/183337668450632Instagram: https://www.instagram.com/ActuariesInstTwitter: https://www.twitter.com/ActuariesInst

Zach has the pleasure of speaking with Glenn Newman, VMware's Global Diversity & Inclusion Program Manager, in this episode focused around all things D&I. Glenn is a professional with over seven years of diversity and inclusion, campus recruitment, and talent management experience. In his current role at VMware, Glenn is working to take VMware's Power of Difference communities (PODs) to the next level by helping them achieve business and D&I program objectives. He shares with us what he's most excited about when it comes to his role and VMware in 2020 and so much more. Check out Ijeoma Oluo's book, So You Want to Talk About Race, on Amazon!Connect with Glenn on LinkedIn!Visit our website!TRANSCRIPTZach: What's up, y'all? It's Zach with Living Corporate, and you know what we do. I say a little thing, I go on with a joke, and then I say something about how we amplify the voices of black and brown people at work. Shout-out to all of our listeners, our first and last time listeners, you know what I'm saying? The millennials, the Gen X'ers. The--what's after the Gen X'ers? The Baby Boomers, and then also some of y'all Gen Y--them Gen Z's, rather. Excuse me. Gen Y is another word for millennials. You know what I'm talking about. If you're new here, you know what we do. We do this through--we amplify voices through authentic, accessible discussions with black and brown leaders. Today is no different as we have Glenn Newman with VMware. Hold up, now. Glenn Newman with VMware? I gotta go ahead and give just one quick air horn for that. [air horn sfx] Yes. We out here. We out here. We out here. Glenn is a D&I and talent professional with over seven years of diversity and inclusion, campus recruitment, and talent management experience. In his current role at VMware, Glenn is working to make VMware's power of difference communities - they call those pods, y'all - to take them to the next level by helping them achieve business and D&I program objectives. He is also focused on building inclusive manager and leadership capabilities as the company works to increase representation of underrepresented minorities and women by fostering a more inclusive culture, okay, where employees feel like they belong and they can bring their authentic selves to work every day. Okay, now listen, y'all, that was a whole bunch of, like, corporate talk to say Glenn is out here trying to make it better for black and brown folks at VMware to do what they do, okay? That's all that that was saying. But, you know, they gotta--in this D&I space, we have to kind of pretty things up with these, like, really flowery and colorful languages, but that's what he's doing, okay? Now, look, previously Glenn managed the overall recruitment of associates and consultants for BCG--okay, what's up, BCG? Hold up. ["ow" sfx] But this ain't a BCG podcast. I'm just saying. He also had a talent in D&I roles at Travelport, Accenture, Visa, Google--as a contractor--see, I like... you know what? Glenn is an honest dude, man. So he sent me over this copy, right, and on the copy it says "contract" in parentheses. Glenn, you ain't gotta be that honest.Glenn: [inaudible, both laugh]Zach: And he began his career as a communication and change management analyst at Towers Watson. Man. With all of that being said, Glenn, man, welcome to the show. How are you doing? [kids cheering sfx]Glenn: Thank you, thank you. I'm good, I'm good. How about yourself? Zach: Man, I'm doing really well. I'm excited to have you here. You know, we had to take some time, you know, but you back in town and we're having a conversation. I'm excited about it. So let's--you know, we did a little brief intro about you where I kind of gave, you know, your LinkedIn picture, but what else would you like to tell us about yourself?Glenn: I mean, I guess honestly you captured most of it in terms of, like, the bio and kind of what I'm working on at VMware. I mean, outside of that I'm an Ares, so I'm a hothead.Zach: I got you, I got you.Glenn: I like to ask the difficult questions, and I feel like anybody who has worked with me before would definitely tell you that I have a tendency to ask difficult questions, but also ask the questions that other people feel like they probably shouldn't ask or they don't want to ask, and I feel like I help keep people accountable, you know? So I think it's important to be that voice and to have that voice and to push the envelope a little bit. So hopefully I can disrupt for the betterment of others.Zach: Come on, now. Disrupt? I love that, man. So you said you're an Ares. So I'm a Virgo. Actually, you know, Beyonce and I have the same birthday. Glenn: I did not know that. I did know she was a Virgo though.Zach: I'm saying. So, you know, I'm out here as well. I'm trying to disrupt things as well. So okay, okay, okay, so you're a global diversity and inclusion program manager. What does that mean practically, and what prompted you to take this role at VMware?Glenn: Yeah. So I mean, quite frankly, I was looking for a role where I could have an impact, and I really--so a lot of my career has been in campus recruiting and diversity campus recruiting, right, and I really wanted to pivot from more of the acquisition side and the talent attraction into the, you know, development, the retention, promotion, engagement, et cetera, right, of underrepresented groups, and so I was looking for opportunities, and I was interviewing for a few, but quite frankly I wanted to stay in Atlanta, and the good thing about--one of the good things about the VMware role is it allowed me to stay in Atlanta, and I'm thankful for that. I'm always grateful, because I get to work in tech, I get to work at a pretty large, pretty well-known tech company, but I get to do it in Atlanta, and I don't think a lot of people can say that same thing. I think the other part of it is I was really looking to have a seat at the table, and I can honestly say that, you know, my manager who's a director and [my?] VP. Like, they want to know what I think, I mean, but they want to know what everybody else on the--what everybody on the team thinks, and so, like, that's important to me because I've been in places before where my voice didn't matter or it was overshadowed by people who were more senior or people in the business. I mean, you know, you've worked in personal services, so you definitely probably know what that's like. [Well?,] you've worked in personal services, so you know what that's like. And so I think, you know, just throughout my interview process it felt like the right fit for me for a number of reasons. And so yeah, that's what prompted me to join, and I think, you know, since joining, I feel like, you konw, my expectations have been managed well, but I think I have been set up for success and I'm actually doing the work that we talked about doing in the interview, which is good.Zach: That is good, man, 'cause, you know, sometimes it's like you get a job and you think--especially in these D&I roles, right? And I've had these conversations, like, with other folks on the podcast, right? We've talked to Jennifer Brown and we've talked to Amy Waninger. We've talked to other people, right? We've talked to even DeRay Mckesson, and we talk about how, like, these D&I spaces are--they're slowly becoming decolonized, but, like, there's still a lot of, like, work to do to, like, really get stronger representation in these spaces, right? And you end up thinking--you know, you're over here like, "Oh, snap, I got this job, and they're about to, you know, really put me at the seat of the table and give me a voice," and you turn around and you're talking about ["haha" sfx] Like, not. Joke's on you, you know what I'm saying? You don't even have no seat.Glenn: It's so [?] though, and I think, like, just given my personality, and--I mean, I attribute this to professional serv--like, I grew up in professional services, right? Like, from Towers Watson, from working at Accenture for over two years, from the BCG. I mean, those organizations move quickly, right, and they're all about, like, high-caliber work, high-quality work, quick turnarounds, and so I think coming to VMware and industry in general--industry is a bit slower, right? And so I think I have to manage my expectations around what I can get done, what we can done, what the business is ready for, and so I think I'm definitely learning those lessons, you know? And I'm still working to manage my own expectations. [laughs]Zach: That's real. No, no, no. That's real, and it's crazy--it's crazy, man, 'cause sometimes, like I said, it just takes time. I think there's a lot of--and I've had this conversation multiple times too, like, I think it's easy if you don't have, like, black and brown people, like, in these roles, like, it's easy to forget, like, the emotional labor that it takes to do this type of work, right? Like, it's not just like--Glenn: [?]Zach: Right? It's human. Like, you're dealing with human beings, and you're dealing with human beings that look like you, have similar stories to you, that you're really trying to impact, so I definitely get that, and managing expectations is always important. Let's talk about this. Let's talk about this. You know, D&I continues to be, like, an area where organizations are focused on, especially in tech, so what do you believe, right, has been the motivation for VMware to continue to expand their D&I office? Because, like, I feel as if--I don't know. Like, you know, we've had some research--we have whitepapers, you know, on our website, like--oh, by the way. Hey, y'all. Check us out, y'all. We got whitepapers. Like, don't play with us. [straight up sfx] Okay? We got whitepapers. [both laugh] And in our research, everybody knows that a common statistic is that $8 billion a year is being spent, and I would argue wasted, in D&I today and that we're not really seeing tangible results. And especially as you think about, like the economy as it stands today. Like, why do you think, in this point in time, VMware is still expanding this space?Glenn: Well, I feel like a lot of the times we hear about, like, "It's the right thing to do" and "We're doing it for the business," right? So I hear that a lot, and not--and not specifically at VMware, but just in general, and I say that to say I think those are the reasons we're doing it, right? Like, we're doing it because we genuinely believe, right, across the company, especially from a leadership perspective, that it's important and that specifically, like, we call our pods that I mentioned earlier, the power of difference communities--like, we believe the power of human difference allows us to be better, to develop better products, to build better products, to better serve customers, to be better partners, right? And then to innovate. So I think there's definitely a business reason behind it, but then I also genuinely feel like there are leaders who think it's the right thing to do. And I think it's interesting because--you know, like, there's the winning the hearts and minds of change, right? So I think you have to [hit?] people with the pathos for the people who, you know, they relate to that, but then you have to have, you know, the practicality in the business perspective for others as well. [?] The data had showed that people--like, once they connect emotionally to diversity and inclusion, they're better able to kind of buy into it as opposed to just connecting to the business. So I think we definitely we have some more of that, work to do, to continue to pull at people's heartstrings, but then also make it real for them so that they genuinely buy in ,and not just because it's the right thing to do from a business perspective but it's the right thing to do from a human perspective.Zach: That's a really good point, and I do think it's both and, right? I think organizations often fail when they try to do one or the other, because, like, the reality is some folks are just not gonna care, right? But then you got other folks who are like, "Okay, I'ma care as much as it benefits my bottom line, so if you can point to me, like, how this can benefit my bottom line, then I'm all for it," right? I think the challenge--the challenge that I think, something that has yet to be quantified, is, like, the amount of time organizations waste in, like, really calculating turnover. So, like, we know the turnover data is bad, like, in tech. But, like, those numbers have yet to really be fully published. Like, I don't think any one organization has really, like, really, really gone into, like, the comparative analytics on their turnover data, but, like, I think if really one was to look at those numbers alone, they'd be like, "Ayo, we gotta do a better job, 'cause, like, this is crazy." I mean, it's just over here like [chaching sfx] But, like, opposite. Like, in reverse, you know what I'm saying? Like, it would be like that sound, but, you know. [both laugh]Glenn: Like a whomp-whomp-whomp. [both laugh]Zach: Right? You know what I mean. And then over time, you know, organizations are so, like, monolithic. They're so white. They're so straight. They're so male. You know, I'm looking on my job board--I'm looking at the job board, I might see a job--let's just say, like, I'm a person of color, I'm on the job board--because I know that this place isn't inclusive--I'm looking at that job like ["i don't know who this man is" Keke sfx]. [Glenn laughs] You know, sorry to this man. I don't even recognize--man, listen, Glenn, I've been so excited to use this soundboard, man. I've got some new [?]--Glenn: I love that. Oh, my gosh. If you knew how many times I say that, like, in a week. "I'm sorry. I don't want to sound foolish."Zach: "I don't want to sound ridiculous. I do not know who this is." And so let me pivot, right? So you talked about the power of difference and these communities. I really want to--now, look, I'm not trying to have you spill any secret sauce out, you know what I'm saying, but I want to learn more about the strategy of these power of difference [communities] and really--frankly, I want to talk more about this offline too. Like, what's the strategy with these pods? Like, what are y'all trying to achieve? What is this looking like? Like, how did this come about, and what--practically speaking, like, how does it fit into y'all's D&I strategy?Glenn: Yeah. I mean, like, honestly [in our?] D&I strategy overall there are three kind of key pieces. There's the representation piece, where we talk a lot about increasing representation and focusing specifically on underrepresented minorities and women, and what I often tell people is just because we're--just because we're saying we're focusing on does not mean--it doesn't mean that we aren't also working to increase representation of other underrepresented groups, and I say that because I really think it's important for people to know that we're doing both. So it's a yes and, and again, these things are not mutually exclusive. The other part of it is building a culture of inclusion, right? So focusing on culture and what that really means, and then the third piece is thought leadership. So how are we tapping into podcasts like this to let people know that "Okay, VMware is an inclusive place to work," and we're working to make it an even more inclusive place to work, right? And then how are we sharing what we're doing and the impact of the diversity and the inclusion that is having on the business? So I say all of that to say our pods, the power of difference communities, are really our ERGs, right? So employee resource groups or business resource groups, and I think we are at a place where we are really trying to take those ERGs, known as pods, to be more BRGs, right? So how are they [?] business? Meaning how are the programs and the initiatives and the sponsorships and things like that contributing to the business? Whether that be in terms of professional development, of underrepresented groups, so that they develop and have talent moves and move into different roles and are contributing more to the business, whether that means we are attending various recruiting conferences and thinking about building pipelines in STEM and in tech of underrepresented groups, whether that be, you know, high school, college, what have you, you know, experienced professionals, or is that we're partnering with other non-profits in the space to, like, you know, talk about what we're doing and help other companies and partner with other companies? And then--or, you know, like, a lot of companies, especially companies who are B to C, right? So we think about, like, big consumer goods or just any product that sells products directly to consumers, they think a lot about and have a lot of conversations about "How do our products reflect our consumers?" Right? So if you think about some of the large consumer goods or CPGs or those companies, they're really thinking about those things, and so I think for us it's "How are we making sure that we're getting the opinions of our employees who are underrepresented or in underrepresented groups, and how are we leveraging that thought leadership, that knowledge, that know-how, to further develop relationships with our customers to build better products to innovate, right? And so I think ideally we want to get our pods to a place where we're doing more of those things.Zach: That's a really exciting vision, right? Like, so you're thinking--so basically these pods, I mean, they're almost like little--I mean, they're genuinely--if effectively strategized around and activated effectively--are real difference makers, and you have them basically stratified across the business. That's pretty exciting, man.Glenn: Right, right, right. Yeah, and I think--you know, I think it's easier for people in general to make that connection when you're walking into, like, a grocery store and you're picking up a product on a shelf and thinking, "How are people who look like me or are like me thinking about buying this product or consuming this product?" And so for us it's different because, again, we're B to B, and we have to think about it differently. So I do think it's--I do think it's ambitious, but I think it can be done, especially when you think about relationships and building relationships and, then again, innovating.Zach: 100%. Okay, so what are you most excited about when it comes to your role and VMware in 2020?Glenn: That's a good question. I think what I'm really most interested in is--so quite frankly we have--and this is public knowledge--so we have closed the acquisition of Carbon Black, and we are working to close the acquisition of Pivotal, so as a result of that our diversity and inclusion team is gonna be growing, and so I think what I'm--what I'm looking forward to is the growth of our team, which means 1. we can do more, and I think also I'm looking forward to the opportunity to partner more with the business and be more of a diversity business partner. So a lot of tech companies have started developing or creating these diversity business partner roles that sit in the business and/or [audio cut] plans that they then work with the business to execute those plans, right? So I think you can think about it from, like--there's a D&I engagement piece, which is around the pods, and then there's, like, the education piece around unconscious bias and how we--how are we educating our managers, our leaders, our employees, around inclusion and topics like privilege and microaggressions and things like that, right? And then there's sitting in the business and working with business leaders and managers to develop plans to actually move the needle, right, in a different way than on the--you know, the education and the engagement, that side. So I think that's what I'm looking for, to have an opportunity to really partner more closely with the business in 2020 as a result of our team growing.Zach: My goodness gracious. I gotta give you a Flex bomb for all that though. That sounds incredible. [Flex bomb sfx] That sounds awesome, yeah. So I was trying to play the "what it do, baby" before, but it was just too loud, so I'm gonna go ahead and do it right now based off of the fact that what you just said is incredible. [Kawhi "what it do baby" sfx] And shout-out to your acquisition as well. [both laugh]Glenn: Right.Zach: Okay, okay, okay. So, you know, you're talking about what you've been doing at VMware, you're talking about some of the strategic visioning around the pods. Again, it does sound really ambitious, but, like, I don't think--when I say ambitious... sometimes people say ambitious and they're really just hating, right? It's kind of like, "It sounds a bit ambitious, don't you think?" [both laugh] But I mean it's ambitious like, "Wow, this is very positive." Like, this is incredible, and I'm really excited for what y'all are trying to drive. This is my question though. What advice would you have for organizations really at the beginning of their D&I journeys, right? Like, maybe they don't even have ERGs or BRGs. And then what have been the lessons learned for you? That's kind of, like, the B part to that question.Glenn: Yeah. So I think, like, advice, I think for companies who are just starting, I don't know, I think it's like--I don't know. I always go back to, like, the change management, right, part of it, right? So, like, thinking about how are you really pulling in leaders, how are you having it--how are you having your efforts so that they are leader-led, right, and it really sits in the business and leaders are held accountable for. So I think that accountability is super important. And not just leaders, right? So it's like--if VPs and above are the only people who are held accountable, then what happens to other people who are directors, [?], et cetera, who lead teams and [audio cut] they're not held accountable? So I think accountability is big, and I think for companies who are just starting out in general, like, just starting out the company by having an inclusive culture and kind of ingraining that into people and educating people from the time that they join the company, but even before they join the company, like, through the onboarding and through the talent acquisition piece, right? So I think that's the advice I would have, and then really just kind of walk the talk, right? Because I'm one of those people--I really, really value honesty, and I think I'm really good at sensing BS, right? A lot of us are, and I think we know [someone, audio cut] is being honest with us and when they're just kind of, like, giving us the "Well, this is what we're working on," and it's like, "Mm, that's not really what you're working on. Just be honest with me," right? If you have room to grow, say, you know, "These are the two things we're doing. However, we need to be doing these five, and we're working on it," right? Like, I'd rather somebody tell me that than to say, "Oh, well, we have these amazing initiatives," and it's like "Mm, do you really have those initiatives or are you just talking about it and is it just lip service?" So that's my advice. And I think--in terms of, like, lessons learned for me personally, we talk a lot about, like, people of color and underrepresented minorities and black and brown people, right, in corporate America, but, like, I'm not--yes, I'm a black man at VMware, but I'm not just a black man. Like, I'm a gay black man at VMware who is a part of a global team that is not just thinking about bringing in and developing and retaining and promoting more black and brown people, but we're thinking about underrepresented groups more broadly and thinking about making VMware a place where everyone can come and thrive and, I like to say, be safe, seen and connected, or feel safe, seen and connected, right? So I say that to say that a lot of the things that I've learned personally [audio cuts]--I advocate for people who don't look like me or who don't--or who I don't identify with from a, you know, race, ethnic background or other parts of my identity, right? And it's just really interesting because I think by being vulnerable and by being empathetic, I am really able to do that. But it's just interesting how, you know, I can be on a call with people who have a completely different identity than me, but I'm advocating for them. And so I'll give you a real example. A lot of people don't know about the model minority myth, right? So I've read this book by Ijeoma Olu called "So You Want to Talk About Race." I love the book. It's amazing. I would completely, like, totally recommend it. And she has a chapter where she talks about the [model minority myth,] and I think it's important because a lot of people--what the model minority myth is, and, you know, I'm not, like, speaking verbatim here, but it's really around the fact that people think about those who are Asian-American or Asian as the model minority, and they have all of these stereotypes about Asians to include--like, they're super smart. They're really--like, you know, they want to be in, like, STEM. They're really good at math. Like, those kinds of things. A lot of people might think they have a lot of money, but that's not the case. Like, when you look at the data, especially of some Asian-American or Asian cultures, that's just not the case. Like, the degrees or the degree attainment from some of the Asian cultures, those numbers are significantly less than Hispanic/Latinx or African-American and black cultures and black identities, right? So I think that's one of those things, by me just kind of educating myself, reading that book, and then I was on a call, and I literally had to stop someone and say, "Well, you know, actually, the model minority, this is what it is, this is why it exists, and this is why we need an Asian at VMware's power of difference community." It's important because there are also people in this community who aren't rich, who aren't, you know, science, math, STEM, et cetera, majors, and who didn't come from a home where both of their parents were doctors, lawyers, you know, computer scientists, et cetera, and that's what a lot of [audio cuts]--for me and having the opportunity to really advocate for people who aren't like me.Zach: Man, I love that, and you're 100% right. So I'm just gonna start at the top of what you said. So you were talking about the fact that you're not just one thing, right, like, you're not just one identity, and I think a lot of times, like, we really do fail to be, like, intersectional in our D&I work, and, I mean, we just had Lionel Lee, who is a diversity leader over at the Zillow Group, and we were talking about the fact that, like, when you look at a lot of work today in these D&I spaces, they're mostly, like, focused on gender. So, like, even the fact that, like, we're talking about race and gender to me is a win, because a lot of times we'll say things like--we'll kind of dismiss race and then say things like "diversity of thought" or just other--like, just generalized things, but I think you're absolutely right, especially when it comes to the LGBTQ space, because--Glenn: Exactly.Zach: This is what I've learned. So I'm a cishet black dude, right? And as I've been having conversations--and this was, like, earlier, like, last season. We were talking to Janet Pope, who is the diversity and inclusion leader over at Capgemini, and we were talking about how, like, it's important to make sure that you're being intersectional with the LGBTQ spaces, because if you're not, those spaces can end up being, like, largely white, and, like, you end up missing out on a lot of different black and brown experiences within that space.Glenn: You're so right. I mean, like, think about--again, like, going back to a gay black man who works in tech, like, there's not a lot of us, right? Especially when you think about the LGBTQ community in general. So I was at the Pride parade in Atlanta for the first time, and, I mean, it was just interesting for me to, like, think about being the only in a place where there are a lot of people like me, right? So whether there were LGBTQ or allies or what have you, I was still the only black man there, right? Like, and so--and when I say there, I mean specifically with the company who came out to the parade. Like, I'm sure there are others there. There may or may not be, so I don't want to falsely assume, but it was just interesting again, like, looking around and being like, "Okay, Glenn, you're still the only in this group of people who are like you because of intersectionality," right? And I think lately there has been a lot of conversation around intersectionality in terms of, you know, you looking at women of color, specifically black women, and looking at Asian women, for example, and then also again, from an LGBTQ perspective, there has been a ton of conversation lately around the importance of intersectionality, and I was telling the team--because last week, like, one of the reasons we had to postpone this was because I was at Out and Equal, which is an LGBTQ workplace summit. It's, like, a huge--it was amazing. I loved it, and I think there was this undercurrent of people getting on stage and really being advocates and allies and talking about how trans women of color are being murdered and no one is doing anything about it. I don't think enough people are having those conversations. So it will be interesting to see the shift in how people are having more conversations, but then also taking action over the next few years.Zach: Man, this has just been a super dope conversation, man. I really appreciate the fact that you took the time to join us. Before we let you go, any shout-outs? Parting words?Glenn: [laughs] Shout-outs and parting words? Hm. I don't know. Like, honestly, in all seriousness, I would encourage people to read that book - "So You Want To Talk About Race" by Ijeoma Oluo. Like, I think everybody should read it, no matter how you identify, because, like, again, going back to, like, a lesson learned, like, I literally--I mean, of course I knew I had privilege. Like, I'm able-bodied. I'm educated. I went to a really good school. Like, I've had the opportunity to go to really great schools, you know, even in middle and high school, and so I reached out to one of my friends and I was like, "Girl, we got privilege," and, you know, we were having a conversation about it, right? So, like, even though you might be an underrepresented minority or a member of an underrepresented group, I think just realizing those things and being self-aware are helpful. So I would encourage people to read that book and just start to have conversations with people who are not like you to increase your understanding.Zach: Y'all... my goodness, y'all. I just--you know what, man? I gotta--let me see here. Let's see here. What are we gonna do, man? We gotta--I just gotta give a [raucous applause sfx] I gotta thank you, man. I just gotta let you know, bro, 'cause I'ma tell you the truth, man. Sometimes, you know, I have some of these conversations with some of these D&I leaders, and they--you know, they really--and not on Living Corporate though. I make moves, so I talk to people, right? Let me tell you, they'll be talking to me, and in the back of my mind I'm over here like [fraud sfx, Glenn laughs]--it's a fraud. Glenn: Yeah.Zach: But I appreciate you being authentic [and] taking the time to, like, really share a bit, right? Not just about VMware, but about yourself. So yeah, man, so blessings to you, and that does it for us, y'all, on Living Corporate, you know? You know what we do, man. We post this stuff, like, three times a week. We've got these regular interviews, then we've got Tristan's Tips, and then we've got The Link Up with Latesha, all really to amplify black and brown voices at work. Make sure you check us out on Twitter @LivingCorp_Pod, on Instagram @LivingCorporate, and then, you know, just Google us, you know what I'm saying? We out here, right? Like, we--you know, Glenn, like, we're really making moves, man. We got livingcorporate.co, livingcorporate.tv, livingcorporate.org, livingcorporate.net, you know? Livingcorporate... what else? We've got pretty much all of the livingcorporates except livingcorporate.com. Now, livingcorporate.com is owned by, like, Australia, right? So I don't know. I don't know what's going on with that one, but we also have living-corporate--please say the dash--dot com. So just check us out. We out here. Let's see here. What else? Housekeeping, housekeeping. Shout-out to Ellen, who was on mute this entire time, but Ellen was here to make sure that I didn't get Glenn or VMware sued, so shout-out to you, Ellen, and yeah. This has been Zach. You've been listening to Glenn Newman, mover, shaker, D&I leader at VMware. 'Til next time, y'all. Peace.

KEVIN WEST, CEO at Guided Knowledge Kevin joined Guided Knowledge in January 2017, bringing a wealth of knowledge to the team with more than 25 years’ experience growing businesses and implementing complex management solutions designed to improve the bottom line. Prior to joining the Group, Kevin was a strategic consultant at Ralph Lauren Corporation where he led key commercial projects, including launching their business in South America, engineering a $200M global SAP implementation based in New York City and Geneva as well as redeveloping the brand’s $100M e-commerce operations in New York. Kevin previously held a series of executive leadership roles with companies including Vodafone, Kingfisher and Dell where he built an $87M book of business working the company’s top-5% of clients including J&J, Verizon, Vodafone, Towers Watson and others. Kevin’s role is to lead the team as the Company moves from its R&D stage to commercialising its patent-pending technology.

Eric is established as a national expert on the impact of health care reform on health care providers and is a respected thought leader in the hospital health system industry. A consultant with deep experience in health plan strategy, design, prevention care, and productivity and behavioral economics, Eric serves as the national leader of direct provider solutions for Collective Health. A former executive at Evolent Health and principal with Towers Watson, he has worked in the employee benefits business for 30-plus years as an advisor to hospital and health system clients, developing health benefit and prevention care strategies that align with the health system’s population health business. Eric focuses on improving the poor health of health care workers and professionals as a first step to improving patient satisfaction and quality outcomes. He frequently speaks about the direct link between improving health care workers’ health and boosting patient satisfaction and quality outcomes. Eric is a published author, including the book STOP!: 21 Stops to Reduce Stress and Enhance Joy, and has authored more than 20 articles on employee benefit topics, including "Fixing the Broken Triangle," "The Healthcare Benefit Crisis—Ten Years Later" in 2015, "Choice Architecture—A Tool for Ratcheting Up Benefit and Wellness Results," "eACOs—The Health Plan of the Future," and "The Healthcare Benefit Crisis." A member of several "Who’s Who" lists for business executives, Eric graduated from the University of Illinois with a BA in psychology and earned his MBA from the University of Chicago Booth School of Business. Eric lives in Franklin, Tennessee, with his wife, Sherry, and enjoys travel related to history, architecture, and baseball. Together, Eric and Sherry have 7 children, 5 grandsons, and 2 more grandchildren on the way. He has been a volunteer docent for the Frank Lloyd Wright Preservation Trust. 02:30 The disintermediation of health systems and employers by insurance carriers. 02:56 “... the facilitators of payments …” 04:09 How does the move away from the best interest of the buyer and seller in health care manifest? 06:31 “Health care eats wages.” 08:31 The variances in health care. 08:55 Cost and quality in health care. 09:32 An employer-driven economy in health care vs an employer-paid economy in health care. 11:20 Defining ACO—accountable care organization. 12:49 The two forms of moving to a more value-based care—carrier-based ACOs and direct ACOs. 13:43 The use of direct ACOs. 14:47 “30% of employers are ... considering a direct-contracted ACO.” 17:03 How Collective Health’s direct contract with employers works. 17:58 Why providers choose to take risk and move toward value-based care with ACOs. 22:33 Are ACOs a direct threat to insurance carriers? 27:31 Providers taking initiative to go directly to employers. 30:17 Setting up measurement framework.

HR News Flash "Here is the HR News Flash for Monday, August 27, 2018, covering talent management and the world of work. To read more about HR, talent management and workplace issues that are being talked about around the world, please visit the HRCI Blog, HR Leads Business, at HRCI.org. — Up First: Will the Trump Tax Cuts and Jobs Act Legislation Mean Increased Salaries for Employees? Probably not, according to a 2018/2019 US Compensation Planning Survey conducted by Mercer. "Despite a windfall of cash from December’s Tax Cuts & Jobs Act for most organizations, only 4 percent [of organizations] say they are planning to redirect tax savings into their salary increase budget for 2019," Mercer says. 68 percent of companies said they are NOT redirecting savings into salary increase budgets. Also, 28 percent do not anticipate any tax savings from the Tax Cuts and Jobs Act. — In related news: Employers Predict Only Slight Pay Increases in 2019 U.S. workers will see pay increases in 2019, but bumps in salary will be slight. Both exempt and non-exempt employees will see pay increases of about 3 percent, according to a survey conducted by Willis Towers Watson Data Services. The same 3-percent increases are expected for managers and executives. It’s been a decade of flat pay raises, but companies are “feeling pressure to boost salaries," says Towers Watson. “A growing number of companies are coming to grips with the fact that employees are more willing to change companies to advance their careers and to talk openly about their pay. As a result, organizations are facing increased pressure entering next year to devise a focused strategy and plan on how to allocate their precious compensation dollars or risk losing some of their best talent." The takeaways? HRCI believes many workers will continue to grumble since they are likely to continue to feel pinched by salary increases that are not keeping up with rising inflation. In a tight labor market, companies are challenged to be creative with pay, incentives and total rewards — especially for high performers and employees with in-demand skills. Top HR challenges will remain – attracting and retaining top talent in 2019 — as well as creating best-in-class workforce cultures and high-performance teams. — Thanks for listening to the HR News Flash from HRCI. Tune in every Monday morning for the latest flash briefing from HRCI, a leader in the certification and professional development of HR professionals. Learn more at hrci.org.  

I was thinking about this when reading that Forbes article that came out the other day that 44% of Americans skip doctor visits or medical care due to cost. Here's my point: There could be 2 prongs to this. One of them is that the costs are too high. And yep, they are. Even more distressing when you consider that only a dime on every dollar spent on health care goes to the physician or nurse or person actually providing the care. So much is chewed up by invisible middle people adding questionable value to patient care. But here's another prong that you might not have thought of. I remember in one of my marketing classes ages ago the case study about classified ads. Classified ads that listed the price were something like 50% more successful than those that did not. If there's no price, consumers just assume the price is too high. Consumers are consumers whether they're buying a used lawnmower or medical care, and they simply assume the cost is too high when the price tag is turned under. Buying something and being obligated to pay for it even if you don't know what you're getting yourself into... that's a risk that might be a factor in that 44% not bothering to show up for care they need. Today, I speak about the hidden costs and frictions in health care with Joe Murad, President and CEO of PokitDok. Costs and frictions that make being a health care consumer a less than optimal experience. Joe most recently served as Managing Director and Head of Individual Exchange Solutions for Willis Towers Watson where he was responsible for the largest private health insurance exchange. Prior to WTW, Joe was the COO and a founding team member of Extend Health, Inc. from its inception until its $435MM sale to Towers Watson in 2012. Before Extend Health, Joe was part of the initial team at eHealth (IPO: EHTH) where he served as the Director of Business Development and was instrumental in building the company's early overall success. Before eHealth, Joe held numerous market facing roles at Informix Software, Inc. (acquired by IBM in 2001) by way of its acquisition of Illustra Information Technologies in 1995. 00:00 Integrated delivery models. 04:30 Where Joe sees the biggest breakdowns in communication in health care. 05:00 “An ecommerce for health care.” 06:25 Stripping out unnecessary processes through intermediaries in health care. 10:00 The path to transformational change in health care. 13:00 What better transparency looks like, and how we get there. 13:40 “Health care skipped the Internet.” 16:10 What's possible today. 16:20 “You really have to look back in order to move forward.” 18:00 Joe's definition of a modern-day patient experience. 19:50 PokitDok's aim to rebuild everything. 20:40 Who hires PokitDok. 21:55 “We enable organizations.” 27:15 How PokitDok changes the consumer experience. 31:00 There's $250 billion in payer spend. 32:00 Joe's advice to organizations feeling pressure from big intermediaries with a lot of influence. 32:45 You can learn more at pokitdok.com

Everything Is On The Table Kirkland Hicks is the EVP and General Counsel at Lincoln Financial.   He’s a member of company’s senior management committee, overseeing all law, compliance, government relations, and corporate secretary functions. Prior to joining Lincoln Financial, he was senior counsel at Towers Watson and Watson Wyatt Worldwide. Kirkland Hicks Bio The keys to earning legal work at Lincoln Financial may surprise you Whether primary, secondary or tertiary financial agreements are always a consideration Learn how firms compete for business at Lincoln Financial – HINTS: be nimble, be ready to do upfront work, it’s very competitive  We discuss big data and predictive outcomes – as a likely part of the future legal culture – listen in Mentions: diversity; legal ops; legal purchasing; Axiom; Advance Law; Chris Groll – M&A Partner of Holland & Hart; Toby Brown – Chief Practice Director, Perkins Coie This episode is sponsored by Axiom:

In deze aflevering spreken wij met Albert Jan Huisman, voormalig directeur Marketing en Business bij Kennedy van der Laan, Europees marketing directeur van Towers Watson én momenteel Chief Content Officer bij Content Marketing FFWD. We spreken hem onder andere over de huidige staat van content marketing in de Nederlandse markt, de kracht van marketing automation en de Trump-blunder van New Balance. The Brief is een tweewekelijkse podcast gemaakt door WPK The Agency; het content marketing bureau van Wayne Parker Kent. In The Brief raak je binnen een uur bijgepraat over de laatste ontwikkelingen in de wereld van content marketing en media. Shownotes te vinden op: http://podcast.wayneparkerkent.com/ajhuisman/

Special Guest: Mark Huggins, Owner and Managing Director of Mark Huggins Coaching and Corporate Drama We explore the research by Towers Watson, Gallup (and others), which shows that creating an actively engaged workforce requires agile and flexible leadership strategies, objectives and behaviours. What is this elusive ‘Leadership Dance’ that you never see on Strictly Come Dancing? Our conversation explores how effective, dynamic and engaging leaders are those who know how to assess their people’s ‘skill/will’ and how to then deploy the appropriate leader/coach/manager style of leadership. This is where so many leaders go wrong (unintentionally) and the results can be catastrophic for their teams and their business/organisation. Mark Huggins is the owner and Managing Director of Corporate Drama, the dramatically different training company. The Corporate Drama team helps business people learn the behaviours and relationship skills to create the very best places to work. Join us as we discuss how creating an actively engaged workforce requires agile and flexible leadership strategies, objectives and behaviours. Host: Jo Dodds

When you retire, how would you like to wake up each morning knowing that 50% or more of your income will automatically be deposited in your checking account each month for the rest of your life? How would that make you feel? If you think like retirees who responded to a recent Towers Watson survey, […]

When you retire, how would you like to wake up each morning knowing that 50% or more of your income will automatically be deposited in your checking account each month for the rest of your life? How would that make you feel? If you think like retirees who responded to a recent Towers Watson survey, […] The post How to reduce retirement anxiety appeared first on Retirement Income Center.

Life Changing Insights with Dr. Alan Simberg with his guest June Simon Stoelzel LMFT & Jay Donnella June Simon Stoelzel LMFT is a licensed MFT with a certification from UC MEDICAL CENTER San Francisco in Sex Therapy. I have written a book HERE WE GO AGAIN SECOND EDITION on the effects of unresolved issues and the coping skills needed to both understand and make sense of symptoms as well as achieving the skills to make choices that are in one's best interest have shared personal experiences to make the book more interesting, understandable, and human. I have about 500 additional credits past my MA in psychology. I found that non-organic sexual difficulties had underlying issues such as fear of intimacy, control, guilt, abandonment, trust, anger, control freedom, rejection, loss, and invalidation. I have done private practice, worked in clinics and hospitals as well as the intensive casework division in 2 welfare departments as well as volunteered at an abused women's center, inner city boys club , and juvenile hall . Jay Donnella, having been a corporate business consultant for over 30 years, is very interested in assisting his clients with the most effective operations and advice possible. In addition to having his own firm for 5 years, Jay has worked at, opened, and/or run Houston locations for some of the largest consulting firms in the world, including Towers Watson and Willis. Exclusively Healthcare related from 1983 - 2012, with a brief departure into marketing issues for the last year, Jay is back into his passion of Healthcare as of March 2014.

Episode 47:  THE Leadership Japan Series: Engagement Workshop   Intro:  Greg:  Konnichiwa and welcome to Episode 47 of THE Leadership Japan podcast.  I'm your host in Tokyo, Dr. Greg Story, president of Dale Carnegie Training Japan and much more importantly, you are a student of leadership, highly motivated to be the very best in your field.  If you would like your own access to 102 years of the accumulated wisdom of Dale Carnegie training through free white-papers, guidebooks, reports, training videos, blogs, course  information plus much more, then go to japan.dalecarnegie.com.  Today, we are going to have a session on engagement.  This was a workshop given about how to get more engaged employees.   Greg:  …Great ideas and a bit of insight with some of the key aspects.  And now I'll get straight into it.  A little bit about Dale Carnegie.  I'm sure most of you have heard of Dale Carnegie.  We're celebrating our 101st year in operations.  In 1912 we started in New York City.  It's quite remarkable - it started with one man, one class, and it's now global.  It's incredible that it's gone that well and that long and there's pretty sound reasons for that. This book has been a big part of it and actually today we are collecting your meishi, your business cards and we are going to draw 3 lucky winners and we'll give the choice of either Japanese or English, depending on what you would like to read the book in.  We've got the Japanese version as well, “Hito wo Ugokasu”. Look forward to that.    This book has been very important in getting the idea of people relationships, people skills, implanted into business.  It's still a classic.  It's still selling tremendously.  In fact people in the publishing business, and I'm mentioning Japan, and global, they tell me there are basically two super long-sellers in the publishing world.  One is the bible.  The other is this book.  If you think about it, look back in say the 60's, 70's or 80's, books that were very popular.  They're all gone.  It's still in the top ten, business, non-fiction genre.  Still doing well because the need for better human relations is still with us.  It still hasn't changed.  In fact on the Japanese side, it has sold 9 million copies in Japan.  That is a lot of copies.  So again, very successful and well accepted in Japan.  It has been published in over 50 languages around the world.    We're very fortunate that 90% of the biggest, most powerful, listed companies at least, Fortune 500 companies in the States use our training.  And that's a really great recommendation for what we do.  And in Japan too, we're very strong.  And actually now, 91 countries-this is going to change to 97 in a few months, but it's still 91.  And I say one man, one class becomes 91 countries, in more than 50 languages –it's quite remarkable.  There is a strong reason for that and that is because it works, it's universal and it's timeless.  So we're very proud of that.    That brings us to one of our greatest fans.  Many of you know Warren Buffet.  He's probably one of the most successful investors in history.  And he is a tremendous fan.  I don't know about your company.  Maybe you can afford to pay Warren Buffet to front for your enterprise. We can't.  He's a billionaire multiple times over.  He's pretty expensive.  But he does a lot of promotion about Dale Carnegie for free.  The reason is very simple.  When he was a young man, he was like the smartest man in his class, one of the very bright people at the university.  He went out on his own and started a business.  And he discovered that even though he was very bright and he was very great with investing, it was a different animal to get people to give you their money to invest.  He discovered that communication skills, persuasion skills, people skills were critical. And he was struggling.  He said, you know I killed myself at university.  I'm at the top of my class.  I've got these fantastic investment ideas.  I'm going to make a lot of people a lot of money.  And he has.  He has made people a lot of money.  But he wasn't getting any takers.  And he took the Dale Carnegie course at the suggestion of a friend, who said,“Warren take the Dale Carnegie course”.  It changed his life.  Changed his career.  And he's often being interviewed.  This particular shot here, this is the CBS and he is actually pointing to his diploma.  He mentions in the clip, “You know I don't have my university graduation diploma on my wall.  I have my Dale Carnegie graduation certificate”.  And the reason is that that actually is what launched his career.    In Japan we have some big fans - the ex-chairman of Coca-Cola Otani-san, ex-chairman of Google Morikami-san and the ex-president of Johnson and Johnson Atarashi-san are big promoters of Dale Carnegie.  They do a lot of speaking, they do a lot of writing.  Because again, when these gentlemen were younger, they got involved with Dale Carnegie as a participant and graduated from the course and it changed their career.  It changed the trajectory of their success and they still recall that as being one of the big turning points in their life.  So again, we don't have to pay these gentlemen any money because they do it as a volunteer because they believe in it.  So it's very powerful for us.    Amazingly, I asked America, because we do, and you'll do some today-a little questionnaire.  But we have a sort of standard questionnaire for our courses.  And we send these off to the States and they put it through this big machine to get the results.  And we can check any course in any one of those 91 countries around the world, trainer against trainer.  See how the total quality index is looking, how the scores were.  Do some comparison.  Make sure we are operating at the right level.   And I don't know why I'm so dumb, it's taken me a long time to figure this out.  I just realized the other day.  Gee, you need to get some numbers on what's the satisfaction rate. Because we see it course by course.  Five years is a reasonable time.  Five years is a long enough period of time.  I'll make it hard for myself - I'll make it all courses: a two hour module, a half day, a day, three days, a week, the whole works, everything we do.  No matter the degree of simplicity or complexity, put it together.  I'll do it for all instructors. Every one of our trainers. So five years, everything.  What's the satisfaction rate?  And that's the number that came back - 97.7%.  I must say, I knew it was going to be high because I see the reports as they come in.  But it is that high over a five year period. I was very proud to see that.  That says something about the quality of this organization that has been created over the last 101 years.  That says a lot about Dale Carnegie and the system that he has come up with.    So we are going to go into a little video.  Who's heard of Southwest Airlines?  I think a lot of people have.  Why are they well known?  What's Southwest Airlines well-known for?  What are they good at? Participant: Cheap tickets. Greg:  Cheap tickets?  What else? Participant:  Hot pants. Greg:  Hot pants.  That sounds good.  What else?  I want to make sure I heard that right. Participant:  They made a profit every year. Greg:  They made a profit every year.  What else are they good for? Participant:  High quality. Greg: High quality.  High retention.  High customersatisfaction.    Let's have a look at this video and get some ideas about staff engagement?  Are the staff at Southwest engaged?   Video:  (male flight attendant) Good evening folks and welcome aboard Southwest Airlines Flight 372, service to Oklahoma City. Those of you who have flown us before know that we do things a little bit differently on Southwest.  Some of us tell jokes, some of us sing, some of us just stand there and look beautiful. I unfortunately can do none of those. So here's the one thing that I do know how to do.  We're going to shake things up a little bit.  I need a little audience participation.  Otherwise this is not going to go over well at all.    So here's what I need.  Especially you guys up front because you know what's coming.  All right.  I need a V, all right.  All I need you to do is stomp and clap and I'm going to do the rest because I've had 5 flights today and I cannot do the regular, boring announcement again.  Otherwise I am going to put myself to sleep.  So, you guys with me?  All right.  Stomp, clap.  Stomp, clap.  Stomp, clap. Stay on beat there.  There you go. Keep that going.   This is Flight 372 on S-W-A.  The flight attendants are for serving you today. Theresa in the middle, Dagan in the back, My name is David and I'm here to tell you that Shortly after takeoff, first this,  Soft drinks and coffee to quench your thirst.  But if you want another kind of drink then just holler.  Alcoholic beverages will be $4.  If a Monster energy drink is your plan that will be $3 and you get the whole can.  We won't take your cash, you got to pay with plastic.  If you have a coupon then that's fantastic.    We know you're ready to get to new places.  Open up the bins put away your suitcases, Carry-on items go under the seats.  If you don't want to use a bin, you have room by your feet.    If you have a seat in a row by the exit, We're going to talk to you so you might as well expect it. You've got to help us outin case we need you. If you don't follow, then we're gonna re-seat you.   Before we leave our advice is Put away electronic devices. Fasten your seatbelts then put your trays up.  Press the button to make the seatback raise up.  Sit back, relax, have a good time.  It's all about y'all so I'm done with the rhyme.    Thank you for the fact that I wasn't ignored.  This is Southwest Airlines.  Welcome aboard.  (Clapping)  Thank you very much for my beat-I appreciate that.    Greg:  You will not get that on United Airlines, I guarantee you.  Do you reckon that's in the manual?  Do you reckon he memorized that from the manual?  I don't think so.  Do you think that Southwest Airlines says, ok from now on everyone's gonna do a rap song?  I don't think so.  Do you think that guy is engaged?  Why do you think he's engaged?    Participant:  Passion?   Greg:  He's passionate, yeah.  Was that creative?  Who do you think wrote that rap son?   Participant:  Himself?   Greg:  He did right?  Yes.  He sat down and he thought that up.  And does it take a bit of guts to get up in front of people and do that?  Yeah.  You have to have self-esteem.  You have to have confidence to do that.  Would we say the guy is engaged?  Yes we would.  So we would have to think of this as a great example.  I'm not saying that I'm going to see my team at Dale Carnegie doing a rap thing in the future. I can't see that in my future.  Probably not in your future either.  But the point is, if we want creativity, if we want innovation, there's got to be an environment to encourage that.  If there was a senior executive of Southwest Airlines on that flight and he heard that song. And he said, rap song?  What?  That's the end of it right?  That's where the creativity is going to die right there.  But in this company's case it's the other way around.  They're encouraging it.  So it might be an extreme example.  But it still says something about the capacity to tap in to the power in creativity of people in your teams.    So today, this is what we are going to do with our objectives.  We are going to redefine employee engagement from the employee perspective.  Now this is a very key word - the employee perspective.   You know often in companies we have the management perspective.  We have the financial perspective.  We have the process perspective.  We have the compliance perspective.  What about the employee perspective?  So we're looking at engagement.  We are going to start looking at this from the employee perspective, a different starting point perhaps, than normal.  Have a look at your own ideas about what is employee engagement?  What does that actually mean?  I'm sure all of us would have our own individual opinions and they may be quite various from what we think that constitutes.  Let's start with ourselves.  If you can't understand yourself, it's very hard to know what you are going to do with your team in terms of getting their engagement.  Then we are going to try to look at what's the relationship between engagement and team success.  Then will look at some techniques at getting it.    Treat employees as valuable people with skills, rather than as people with valuable skills.  Let me just say that again slowly.  So we are sort of switching ideas with you, right?  Treat or think of employees as valuable people with skills, rather than as people with valuable skills.  See the difference?  That's a bit of a semantic difference in English.  Just a different way of looking at our teams.  We see them as valuable people and skills are part of the functionality of how they work.  Rather than they are just a human asset.  I love that term.  Our human assets.  As opposed to our laptops or our desks or something, our other assets.  This is taking a different view.  So we will now have a bit of a think about what an engaged employee looks like.  I'm going to ask if you can find a pair or three people.  Just where you are sitting.  Just look for people around you.  Have a little bit of a discussion together for a few minutes on what, if we were looking for someone who is engaged, what would that person be doing?  What would they be saying?  What would they look like?  How do we identify amongst a huge range of individuals who is an engaged employee.  How do you spot the ones who are engaged?  What are you looking for?  So please find someone to work with in pairs or threes and have a discussion about what that would look like?    (Talking)   Engagement definition?  Anyone want to give me some ideas?  How do I spot it?  I'm on the hunt for an engaged employee.  What am I looking for?   Participant:  Do more than their position.   Greg:  OK.  They do more than their position.  Yeah.  What else?   Participant:  ownership and initiative.   Greg:  they have ownership and initiative.  That's great.  What else?   Participant:  They are coming up with fresh ideas.   Greg:  coming up with fresh ideas.  Great.  What else?   Participant:  smiling and having fun.    Greg:  smiling and having fun.  They look like they are happy, right?  Yeah.  That's important.  That's a good one.  What else?  Ok. So they are able to bring other people with them.  So their enthusiasm becomes infective with other people.   What else?  Initiative in taking conversations.  Maybe raising ideas, raising points?  Maybe questioning the system's processes?  Looking to improve.  What else?   Participant:  They feel they are rewarded in what they are doing.   Greg:  Ah.  How do they feel rewarded do you think?  I get a salary. (Laughter)   Participant:  They feel recognized.   Greg:  They feel recognized.  Ah, ok.  So it's not just money is it?  It's recognition.  That's a bit of a sore point, isn't it?   Participant:  They are looking for ways of being important.  It goes beyond productivity.  They are looking for some way they can find value in their contribution.  It's not just productivity or innovation so much.  It's just getting involved.   Greg: They want to get involved. They want to have more say in the direction of the organization.  They want to have more responsibility for the success of the organization.  They want to have more control of their work life.  Now all of these things.  We did a survey of engagement and these are some of the results that came up.  This is done in America.  Fully engaged came up as 29% bythe survey.  Partially engaged is 45% and disengaged is 26%.  How does that compare?  Asimilar result from the Gallup Organization compared the same fully engaged, partially engaged, and disengaged in America.  Their results are similar to ours – 29%, 54% and 17%.  And Japan is interesting - 7% were fully engaged, 68% partially and 25 %, one in four, are actually disengaged.  Then we did a little bit more comparison.  This is the Dale Carnegie one-day extension and then the Gallup ones are on the right.  Also Westing-Wright in the States also did some work on engagement as well.  Their numbers again varied a little bit, but not that much.  But the Gallup numbers still get us.   Participant:  Mr. Story may I possibly ask one question?   Greg:  Please.   Participant:  Engagement.  When we are talking about this.  There these kind of feelings that you really cannot translate into Japanese?  Engagement and….   Greg:  That is a great point.  We struggled, you know.  Like when I said to do this engagement seminar, right?  Well there's katakana, but then it becomes meaningless.  You are right it is a very difficult word to translate into Japanese.  And believe me we have struggled to come up with a word.  We cannot find a word in Japanese apart from the katakana of engagement.  So it comes around to concepts.  It's very agonizing.  The Japanese word is just not there.  It's suitable.  There are lots of close words.  Do you have a great word for us?  What is it?   Participant:  No, I don't have a great word.  But I am wondering if it's about initiative?  It's like you were talking about them wanting more control in the organization. So what you are looking at is something that doesn't seem to be culturally acceptable.   Greg: So taking initiative, taking responsibility is not culturally acceptable so there's no word for it?  That could be the case.  We could not come up with a word, but we could come up with some ideas as you just did before about what it looks like.  So even if there is no particular kanji that works for us.  Just the katakana of engagement works, we can come up with some ideas around that.    I'll show another one here which is Towers-Watson.  They did a slightly different version: highly engaged, disengaged, unsupported at work, and detached.  And so what they have talked about here is they've said if you are unsupported at work, you want to work harder but you are not given the tools, the resources or the support.  So you have the desire but no one cares about you, basically.  And this one, detached is, well you don't have the desire.  So when they looked at this split they came up with some interesting results between Japan and global in their comparison.  So we see how things go there that there is some change.  Now this is a definition that we came up with to try and explain what is employee engagement.  Which comes back to your point about how do you get it into Japanese?  We've basically given up trying to find a kanji for this so we are going to go for engagement in katakana. But let's give it a meaning that's relevant.  This is the meaningwe've come up with – the emotional and intellectual commitment of employees to deliver higher performance.  That's our definition.  On page 2 of your manuals, there's a section there.  Give it a go or just think about it - what's your definition of engagement?  Have a go at your definition.  Have a think about that.  We've got our definition.  You might have a different take on it.  Put down some ideas on what your opinion or personal definition of employee engagement.  Ok, if you've got your definition down, please share it with the people you were working with before and get some feedback on how they looked at and how you've looked at it.  Please share and just trade off your own definition. Please go ahead.    Normally you come to events and they say, turn your phone off, but we actually going to use your phones.  Anyone packing their phone by chance.  We've got a room full of iPhone holders.  Turn it off.  You can actually turn it off or we're going to use our phones here to vote.  It's a polling question.  So which of these do you think is going to have the greatest impact on employee engagement?  So satisfaction with compensation and benefits; I get paid a big bonus, I'm motivated!  Satisfaction with immediate manager; my boss is great!  Support of work-life balance; hey I've got an aging parent; I've got kids, I've got things in my life outside work.  Belief in senior leadership; these people are the captains of our ship - fortunately they're good, they know where they are going.  Opportunities for advancement; there is a career path for me in this company, I can see a future in this company.  Pride in the organization; I am proud to hand out my business card with this company's name on it.  And finally, free popcorn!  This is for Americans - free popcorn in the break room.  If we were in Australia it would be free beer.  (Laughter)    So what you can do, if you've got an app that allows you to take a photograph of that QR code there.  If you haven't, just punch that in to your browser. That'll take you to a voting site.  (Talking)   Ok so we have 44 responses.  The highest scoring one was number 6-pride in the organization.  Second one was number 2-satisfaction with immediate management – 25%.  And then we have 18%-opportunities for advancement. So that's very interesting.  (Talking)    What we found from our research, and it's pretty close to what you've come up with, matches the Japanese.  What we found is that these are the three drivers of engagement. And so we did this in the States.  In fact we've completed the research for Japan.  They are crunching the numbers in America right now.  I'll probably have the results in about two weeks' time.  I'll be curious to see how that compares on the engagement you know not engaged, partially engaged scores.   But interesting enough the Japanese group that did this, and yourselves too - very close in terms of those key indicators.  We found these three drivers to be particularly important for engagement.  Satisfaction with immediate manager, belief in the senior management, pride in the organization.  And this satisfaction of the immediate manager is things around, you mentioned before, recognition.  Recognition.  How you feel you are being treated,you're being valued.  The belief in the senior leadership was, are the captains of this ship actually going in the right direction?  Is this company going to be able to make the right decisions?  Is senior leadership communicating to me where we are going with this or am I lost? I don't know where are we going with this company?    We've got a client, where they are being bought and they don't know by who and they are not quite sure when it is going to be completed.  They've got a massive engagement problem.  People are leaving.  Good people are walking out the door because that company cannot provide any belief in senior leadership because they themselves do not know where they are going or what they are going to be doing.  That may be an extreme case, but you may have the same problem - there is not enough clarity in the organization about where we are going with all this.    Defining pride in the organization.  Right.  So you feel some ownership.  You feel you've got some say in where we are going.  You feel invested with where we are going with this.  So we found these three drivers to be particularly useful.  And as I say, compared to your scores it's pretty close.  It's not that far away, actually, when I look at it.  The advancement one is about the only one that came up. So we think about that and well this is a good question.  Why?  Why is engagement important?  You know these are drivers.  At least three are very common.  But what's the importance of it?  Also in our research, we found a few things.  That engaged organizations out-perform by as much as 20%.  They have better shareholder returns and they have lower turnover.  Now very interestingly, we've been through quite a rough patch around the world, and America is no exception. Yet even despite that, retention is a core aspect in companies because the costs of replacing people are very high.  The calculations are that it's going to take 1.5 of a person's salary in recruiting cost to replace them.  There is a number of costs associated with that.  There's also a big cost, I'm talking about 11 billion of turnover affecting the cost of business.  So its big money.  So these elements give us some satisfaction that engagement is worth it.  And that it's important.  Think about Japan.  I was at a function yesterday, and I have to check this number but, the person who was speaking said that the expectation was, Japan's current 5% unemployment rate in the next few years would go down to close to 2%.  That has some major ramifications for companies.  If you're going to have less people available to do the work because of the declining population, well, retention is going to be critical because you are going to be losing people to somebody else.  And you are going to be losing potential ones that could be highly engaged because someone else is going to keep them in their company because they're been able to tap that engagement.    So we've had a rough patch in Japan so maybe it hasn't been an issue.  But even you see this year with university graduates for the first time in a long time they started to gain jobs relatively easily after graduation.  It's really a lucky draw in Japan when you graduate as to how easy it is to get a job afterwards.  It's been all up and down.  We are now getting back to a stage where it looks like there's more competition for graduates.  So that will have a ramification in companies, particularly around retention.  So we need to look at these things and think about where we are going to go with that.   So you know it's critical.  What does it mean though?  In fact what you said before there is no Japanese word for engagement, right?  This is a struggle.  Well maybe we don't have a word for it apart from katakana-ized version in English.  But these are some things that we can see that actually tell us what it means.  If they are fully engaged, they stay.  They stay longer.  They have built up a lot of information.  They know the processes.  They know the clients.  They know the system.  They're very important pillars of your organization.  As people come in and go out, they stay and they become the pull, the glue.  They contribute to the bottom line because they are working well, they are working effectively.  And they commit to productivity and quality.    Now Japan, especially in a white collar field is often criticized for low productivity.  White collar workers in Japan generally have low productivity.  You'll go to a Japanese factory, a well-run factory, trust me they are working hard.  They are working fast.  But we don't see that same degree of productivity, so easily, in white collar work.  Also quality.  As we get in a more competitive environment, being able to secure the quality of your brand, quality of your sales or product, becomes more and more important. So you want people who are fully engaged to have those attributes.   What's the difference between those who are partially engaged?  Well, they concentrate on tasks, not outcomes.  Has anyone worked in a Japanese company where people are still there at 10 o'clock at night?  Are you one of them?  And have you noticed that people are hanging around waiting for the kacho or bucho to go home?  Seen that.  Seen plenty of that, right?  So they could go home earlier, they could have a much more productive work life.  It's a very low threshold over a long period of time.  And that's where the problem comes in terms of they are worried about the task, they are not so much worried about what am I producing.  What's the quality of what I am doing?  I'm diligent.  I'm loyal.  I turn up.  I'm radial.  I don't do much, I don't produce much.  But I'm loyal.  Well that's what you are getting with partially engaged.  If you are happy with that, stick with that.  But if your competitors get the completely engaged people who are actually getting outputs, we are going to have a big problem very shortly. And they want to be told what to do.  This is very interesting.    We often have this discussion around a group, a tribe of Japanese people, who don't want to think for themselves and they are happy to be told what to do.  Now some people have that view, I don't necessarily have that view, but that is often a view that is given to me.  That's why Japan is different.  Oh that's right, tell me what to do and I'll do it.  I don't have to think.  That maybe the case.  That might not be the case.  I am sure that if we get an engaged group in front of us who wants to think.  Your point beforeabout thinking deeply.  Where are we going with this?  Where can I make a difference?  How can I contribute?  How can I take us to a more competitive level?  There is a certain degree of engagement there that you're not getting out of this group.  They do it and they get paid and they go home.  Now this is an American set up.  But you can understand, a lot of people turn up in this country to get paid, work hard, diligent and go home.  I mean this is the only country in the world where people stand on the street, in winter when it's freezing cold and rainy, handing out tissue packs.  If that was Australia, the whole boxes would be in the dump or somewhere, you know. (Laughter)  They'd be down the pub with a nice rum or whiskey or something warming up. And here in Japan, very diligent you know.  They turn up, they get paid.  But we are talking about something beyond that.  This is like a minimum.  I'll tell you something that's partially engaged.    Now, we've got the disengaged.  So in this group, well, sow seeds of negativity.  This is the,“everything is wrong with this business, this industry, with this company, this section, the people in it, the boss”.  Whiners, complainers.  The world is dark and gloomy; the glass is only half full.  I'm not happy and I'm going to spread my unhappiness as far and as wide as I can.  And then you've got sabotage, maybe sabotage by non-active involvement.  What happens to that first group, over time though, they are highly engaged, they want this organization to do well.  They see the direction it should go.  They think the senior manager is not going the right direction.  They are doing their best to correct it, and they're ignored.  What happens?  How long can they sustain that do you think?  What happens after all their good ideas are dismissed, not recognized, ignored?  They're doing their best.  They're sincere.  But they are not appreciated.  How long does that last?  They'll go somewhere else, right?  They're part of your retention problem.  You don't want to lose those people because maybe senior management is not transparent enough.  Maybe your management system is not inclusive enough. And the second one about,“these are productive people”.  They could be in transactional roles - a trader, for example.  They're making lots of money.  They may not need to involve a lot of people. They can be producers themselves.  Do you want that person in charge of other people?  Why not?  They're productive, they're producing.  Do you want them in charge of others?  Are they ever going to be in the leadership?  Who do you want in the leadership?  Maybe you want a different animal.  Maybe you want a different person.  So yes there maybe someone who is disengaged, they don't care, but they are doing well.  And there may be a role for those people.  But they are not someone who's going to build a good leadership team.  They are probably not someone who is going to contribute in other areas of the business.  And usually are they very cooperative with other parts of the company?  In the silos of the companies, are they the kind of guy or gal who goes out and works with the others of other groups?  Usually no, so there is a gap between the company direction and their personal belief and conviction.  And why did that come up?  Why did you get like that?   Participant:  They weren't involved in the decision-making.   Greg:  They weren't involved in the decision making.  Was there good communication about the why?  Now, I'm sure many of us are leaders and managers.  We're all busy people.  Anyone get a lot of email?  Anyone doing a lot of meetings?  So often our communication gets truncated down to very short sound bites about what we have to do to execute.  And sometimes the why may be lost or forgotten or not articulated.  So you just get told what's going to happen.  You're not actually told why that's important.  And so over time, when you have that type of management and you start to get a lack of communication around where we're going or why we are doing it, and people just get told, here are the numbers, hit these number.  So it could be that they don't feel engaged because they don't really feel part of it.  They don't understand the point and they have their own views.  So yes it could be the cultural assassin, it could also be other things as well.    Last one is, express mistrust and animosity-that's pretty harsh.  But has anyone ever whinged about their boss to somebody else?  Come on, put your hands up.  (Laughter)  Every single one of you have done that, come on.  You are doing it now, come on.  We all do that.  So when we are disaffected we tend to spread the disaffection.  We want some sympathy.  We want someone to listen to us. People in our work circle understand best the frustration we are facing, the problems we are facing.  So they're the best audience.  It's no good going home to your husband or your wife or your boyfriend or your girlfriend or your parents and whinging to them.  They don't get it.  They're too far removed.  It's much better to do it with people you work with.  They understand.  Yes you're right.  Yes I know what you mean.  It's a very good audience for that.  So they can have a big impact on that.    What I would like to do now is think about people you know.  It doesn't have to be people you work with with necessarily.  It could be your friends.  It could be someone you worked with in the past.  It could be someone now.  It could be your boss.  It could be a supporter.  It could be a colleague. Who you would say, this person is fully engaged.  And think about someone who is actually not engaged.  And we'll leave this one out for the moment because we'll get these extremes.  Someone you think, wow, this person really they're signed on.  And this person, wow, they're signed off.  So in your groups again.  Have a discussion and think about people you know and then talk about what are the attributes that you're seeing there that differentiates one from the other.  Let's go.  (Talking)   If there is someone in the room and you want to use a code name that's quite acceptable.  If you don't want to say that person's name, you just want to reference someone, that's fine.  Who did we find in our experience that we thought was wow, really engaged?  Come on, anybody?  Anyone find anyone really engaged?  Yeah?  Ok, what was engaging about that person? Participant:  Well, the reason I thought they were fully engaged was they put all their effort into the job.  They really made a big effort in terms of the quality and the relationship with the customer.  It was a training manager actually.  And they were consulted a lot about everything.  By people above that level.  And also, they were trusted.  So that was my analysis of that.   Greg:  Good.  Ok.  Anything else…?  Does that mean that only one person in this entire crowd…?   Participant:  I was describing an internal IT person in our organization.  And obviously, our organization is primarily a sales organization.  There's a lot of people that are very motivated by various things.  But this lady, I didn't think that boss was particularly inspiring to generate motivation.  But she was always really really responsive to any requests, always happy, smiling.   Greg:  I'm sorry did you say this was an IT person?  (Laughter)   Participant:   Yeah.  Unfortunately she's no longer with our organization. But she was with us for a while.  And I think she did contribute because she had a very speedy response, trying to help people.  And the definition fit her…   Greg:  Why did she leave?   Participant:  I think personal, like family reason.  But that was the reason she gave to us. Whether that was the real reason…   Greg:  What a gem.  Anyone find an IT person like that, grab them!  We are talking rare.  Rare, rare.    Let's switch it now and this is the good part, right.  We can all deal with the really bad disengaged people.  Any examples of people you work with who are disengaged?  So has some accountability but isn't totally signed on. Could be between the partially engaged that they do their job.  You know they do their job but they may be somewhere in between those somewhere.  He lapses into areas of negativity, between doing what he is expected, or she is expected to do.  These are broad definitions.  What we are looking for here is trying to understand what is the difference between these?  Now let's try to understand ourselves a little bit.  How about where we are going with this?  And just before we get there, and this came up before about the other part about the ages. We found that in the research that clients who were facing us, the general public, the consumers, have the lowest engagement.  So obviously dealing with people as clients-that's the hard part of the job. And basically the first five years goes up and then starts to stagnate.  They show some age brackets.  So 50's and up they're sort of up.  30's and up they're strongly engaged. 30's, 40's, partially 50's.  Starts to taper off.  And then finally enthusiasm equals extra effort, equals organization success.  These are what the researched items come up.  How about yourselves?  In your manuals, you have on page 4 and 5 a little self-assessment.  So have a bit of a think about yourself?  So when you look at your own score, how do you react to that?  Do you think that score is reflective?  Do you think that's accurate? Just in your groups have a quick discussion.  Is that score accurate?  Do you think actually I am more engaged or I am less engaged?  And also, what does your level of engagement mean for your team?  So have a look at the score that you've given yourself.  Is that about right or not and then think about and discuss what does your level of personal engagement do in terms of impact on the team?  Either the team that you are part of or the team that you are the leader of?  Please have a discussion on that.  (Talking)   Let's think about leadership.  In parts of leadership and engagement.  I've got some nice quotes here for you.  Some of you will know Charlie Ergen.  He's actually having a nice fight with Samsung at the moment over Sprint.  He's trying to buy it in the States.  And he owns a company actually called Dish.  Here's a quote from Frontier magazine.  “He's a street fighter.  Works 24/7.  The meanest company in America.  A former professional poker player strikes fear into employees and baffles rivals.  Staff clock in with a fingerprint scanner, so HR knows if they are late.”  Pick up a few ideas for the HR people who are in the room, right?  “I don't hold myself up as a great manager.”  Nice work for Charlie.  He's a billionaire by the way.  Multiple billionaire.  He's been very successful.  He's made a huge amount of money. But how do you reckon the engagement level is for his team?    How about this other one?  Yannick Nézet-Séguin?  I reckon Canadians have learned to recognize this Canadian conductor.  “Playing through fear is absolutely against the spirit of music making.”  He's a conductor, right?  He's in charge.  “It shuts down the emotion.  As a conductor you encourage people to express themselves as they would wish.”  The person's perspective we talked about earlier.  You have a power of persuasion.  You need to be sincere, honest, well prepared.  Your power is psychological.  There's an interesting contrast between two leaders.  And I can tell you, I definitely don't want to work for Charlie.  This is probably easier to absorb as an individual.  Charlie is very rich and successful but how do we feel ourselves when we're on the receiving end?  He's an entrepreneur and he owns the company. So he's…I don't know Charlie but from what I read he sounds like a pretty tough guy to work with.  And so, yes he's been very successful over the, literally over the bodies of the people who probably work for him.  If you are in the process of being one of those people to make Charlie successful…It's like…I'll say…Dillon, you come in early, you go home late.  Work diligent.  Actually work weekends.  Put in a big effort.  Make a lot of sales.  Really hit the numbers. I'm going to have a big bonus.  Is that motivating? Now for these guys.  Charlie is making a lot of money.  What about the people who are in the team?   Are they making more money?  I don't know.  So it depends on what you like.  Yes some people will be successful regardless.    Steve Jobs is often held up as an example of a great American leader.  But by all accounts, he was horrendous to work for.  He was a brutal, vicious leader.  And yet he was a great innovator.  And he came up with new products which we are all using.  So he's a success.  Now yes, there is always going to be outliers.  Which one do you want to work for?  It depends on who you want to work for.  It depends how your people feel about working in your organization.  There's different ways to get motivation.  The military.  Fantastic.    The military is fantastic about getting compliance. It's a very strict will.  It's very hierarchical.  It's very set.  It's very clear with the rules.  But when you have that kind of organization it will get you to a certain point.  It depends on what you need.  So I guess the answer here is what do you want?  What's your organization's needs?  If it is going to be very hierarchical, very high structured, is that going to work in the competitive business that you are in?  I mean Charlie Ergen, as far as I understand, has been a tremendous deal-doer; he has made a lot of money through doing deals and people are being a means to that end.  If you are one of those people, I wonder what the engagement scores look like at Dish?    Our research has highlighted something that is a bit different than what's been common before.  Most research on engagement is around the statistics of all, this is the engagement or this is the not engagement section or the partial engagement.  It has tended not to look at what's driving that.  And this is where we started to look at the emotions behind engagement.  And so exactly, Charlie Ergen, could not care less probably about the people.  His emotional concept about people is probably close to zero.  And there are lots of managers like that.  What we found in the research, though, is that at this point in time, in this era that we are now in, that is changing.  When I was growing up a leader had a very clear segregation between work and professional interests in a person.  That person's personal life was completely differentiated.  They did not think that they could go into that person's personal life because that was their life and this is just work.  What the research has shown though is that people are changing, and what they want is to be valued.  They want to feel valued.  They want to feel valued and they want to feel appreciated and they want the bosses to have a bigger interest in their personal feelings, is what the research has shown.  They want to feel that the boss cares about how they feel.  They want to know the boss cares about their health.  Which is maybe a bit different than before.    So when you lookat the survey, there are some interesting questions in here.  There probably have not even been issues in the past.  But in this modern day and age you know.  My manager recognizes my contributions - not very common.  I'm satisfied with the input into decisions - not so common.  My manager is interested in me as a person - this is rather new.  I mean we have not seen this in previous engagement studies.  So we've looked at the driving emotions behind engagement.  The sorts of things we're encountering are that people have different expectations.  And these other things too.  Corporate philosophy reflects my values.  My values and their values line up.  That's a bit different. My health and well-being are supported and encouraged.  That's also very new.  In Japan, the statistics I read show that basically 10% of organizations have got people with severe depression.  Severe depression.  There's another 20% on top of that with a mild degree of depression.  Pretty big numbers in organizations. So the whole concept that I am the boss, and also here at work you are yourself and your private life– no contact is breaking down.  And that is what we are doing here which we think is very interesting and very new -that people want to feel valued by their organization.  This is a direct link to getting engagement.  Whereas in the past maybe we didn't think like that.  This is where we see it coming out now.  So when they feel valued it gives them confidence.  It inspires them.  They feel more enthusiastic.  They feel more empowered.  And the combination of all those things is going to lead us to a higher degree of engagement.  So a good manager makes people feel valued.  This leads to confidence, empowerment, enthusiasm and inspiration which in turn leads to engagement.  We have not seen that connection but the research is now showing that.  So this is something a little bit new for you.  That you may not have thought about before.  And a whole raft of things come back into leadership and management-how we interact with people.  And that again is something I find very interesting.  We combine that, the levels of engagement, disengaged here, partially engaged, fully engaged over there, and so you've got the esteemed employee feels today…the energized employee feels deeply involved.  This is actually in the manual.  The enthusiastic employee feels extremely enthusiastic. And then the person who is really engaged feels a sense of ownership and commitment to the return on investment.  That's at the highest level.  So we put that baseand over-lay this with it being valued, having this confidence, inspired, enthusiastic, empowered.  We see a big change in how we look at these in the past.  This is on page 6 in you manuals.  Page 6 and 7 and then again on page 8.    Put an X on where you think you are on the scale.  Do you feel deeply involved?  Do you feel extremely enthusiastic?  Do you feel a sense of ownership, commitment?  Where are you with an X?  On one of those boxes.  And a star against where your team is.  How do you think you would rate your team on that scale?  Are your team feeling a full sense of ownership and commitment?  Are they extremely enthusiastic?  Are they deeply involved?  Do they feel valued?  If they are not on any of those, that's a different issue.  But see, a star for where you think your team is and an X for where you think you are.   If emotions are leaning to higher engagement and if people need to feel valued, the trick of that.  What does that mean for you as a leader or a manager or as an individual in an organization?  Let's have a little discussion.  Give yourself a minute.  Let's get some feedback.  So where did you place yourself?  Where did you place your team?  What other emotions do you think might be important operating here to get them to feel more engaged?  Try that.  (Talking)    What do you think about that?  Is this relevant?  Do you think this research is actually showing something that's relevant?  Is an emotional connection going to become more important for us to have an engaged people or not?  What do you think?   Participant:  Yes.   Greg:  Why is that?   Participant:  I think the link there, if you feel valued you will be engaged.  It's a step by step you've reached that…   Greg:  So this logic works for you?   Participant:  Very much.   Greg:  You can see the flow there?   Participant:  Absolutely.   Greg:  Why would I feel valued?  What would make me feel valued?  What would trigger that?   Participant:  Recognition?   Greg:  Recognition, yeah.   What else?   Participant:  Validation.   Greg:  Validation, yes.  What else?   Participant:  Self-confidence.   Greg:  yes.  What else?   Participant:  Empowerment?   Greg:  Empowerment?  Yes.    Participant:  Success.   Greg:  Success, yes.   Participant:  Comradery.   Greg:  Comradery, yeah.  Are there any other emotions, do you think, that might be relevant?   Participant:   A deep sense of purpose.   Greg: A sense of purpose, yeah.  A clear goal.   Participant:  Respect.   Greg:  Yeah.  Respect.    Participant:  Being trusted.   Greg: Ah yeah.  Trust.  How do we know those things?  How do we know that we're appreciated, respected, trusted?  How do we know that?   Participant:  Feedback?   Greg:  Who do we get the feedback from?   Participant:  Supervisors, bosses.   Greg:  Immediate managers.  Came up before, right?  My relationship with my immediate manager.  Becomes very critical at how I feel engaged.  And I have confidence in the leadership of this organization.  And I feel pride in my organization.  These are driving my engagement.  Now, flip it around.  Do the people in your organization have pride?  Do they feel the senior management know what they're doing?  Do they have a good relationship with their immediate manager?  Does their immediate manager care about them?  What people are saying is I am not a number.  Famous, right?  The famous movie.  I am not a number, right?  Remember that allusion to the prison.  Got serious in the UK.  I am not a number, I am a free man.  Remember that movie that show?  Ok.  I am not a machine, I am not a number.  I am not an asset.  I am an individual.  I want you to care how I feel.  This is new.  This is new.  We didn't have that before.    So things have moved, have changed.  Now we get into a different base.  What do we do as organizations to make sure that we are getting people engaged in that new environment?  And so therefore all of those issues, those three issues, become those three critical drivers I mentioned before.  Here's some ideas that we've come up with.  We've tried to combine our experience over the last 101 years of how to make people effective with each other with these ideas of power through the research.  So if we talk about belief, and it's actually in your manual, belief in the seeing the team.  Well here are some factors. A list of the factors here that are critical to success.  You talk about the immediate manager-what should they be doing?    You've all got a golden book.  Now these are the 30 principles that Dale Carnegie came up with for effective human relations. And there are 30 stress management principles in the back of the book.  And we took these and we've tried to go into an overlay with these issues around what would give people effective belief in senior management?  Manager?  Pride in your organization?  Tried to do an overlay between them.  So what I'd like you to do now is have a look at this list and think about whether these actually would make a difference?  If your senior leadership asks for input.  If they didn't criticize people. Smile.  Why would that be important? Respect.  You mentioned respect before.  Teamwork.   Provide resources.  Walks the talk.  There's consistency there.  The immediate manager becomes interested.  He asks questions, right?  He's a good listener.  Empowers.  Encourages.  Supports decisions.  Gives sincere appreciation.  Shares personal success.  All those things. Pride in the organization.  So again, look at these and discuss whether these actually are going to work or not, and have effective engagement.  So try that.    It's a very simplistic thing to say that.  I can say, “Be engaged!  Come on, be engaged!”  The Australian approach, yell louder.  It doesn't necessarily get you anywhere.  So what actually would that culture be?  You have to think about that. What is that culture? Where does it come back to?  Is it the leadership?  What the immediate managers are doing?  Pride in organization?  How do you build that?  And then measure it.    So lots of us have engagement scores.  I wonder if you go back and look at your engagement questionnaire how many emotional points are actually being asked in those questionnaires.  Go back and have a look at it and see what's being asked.  It may be that same engagement survey is just being forever the same survey. It's probably global.  And I wonder if it's now out of date.  Be very interesting to go back and look at it and ask ourselves, are we actually asking the right questions?   And then of course the action plan to address any areas of disengagement - all very obvious.  Interesting hold me accountable for approving it.  In a lot of organizations this doesn't really happen.  The engagement scores come out and they stay where they are.  Nothing ever seems to happen. And often it's not supported at any level.  Just a lot of moaning about a lot of numbers.  Doesn't go anywhere. Then finally recognized for your progress.  These are very simple steps.  You know before, on page 11, have a look at two useful ideas not from today.  Get those down and then we'll share them.    Interesting point - if you believe in the trigger, for a lot of these things to happen that a lot of employees feel value?  If that is your starting point, if you don't have that, then the other parts don't flow.  What makes people feel valued?  There's a whole raft of things that it comes back to:  the immediate supervisor, belief in the direction of organization, senior leadership, and also pride in the organization, impact on how these pieces come together.  We came back to this definition that we had – emotional.  This is very new this emotional context is a new piece of research.  An intellectual commitment to employees to deliver.    You have been a very energized two hours and I think that we had some great discussions.  We had some great points.  I look to see you at the next workshop or even better at a Dale Carnegie course.  Thank you very much, thank you.  (AppEpisode 47:  THE Leadership Japan Series: Engagement Workshop   Intro:  Greg:  Konnichiwa and welcome to Episode 47 of THE Leadership Japan podcast.  I'm your host in Tokyo, Dr. Greg Story, president of Dale Carnegie Training Japan and much more importantly, you are a student of leadership, highly motivated to be the very best in your field.  If you would like your own access to 102 years of the accumulated wisdom of Dale Carnegie training through free white-papers, guidebooks, reports, training videos, blogs, course  information plus much more, then go to japan.dalecarnegie.com.  Today, we are going to have a session on engagement.  This was a workshop given about how to get more engaged employees.   Greg:  …Great ideas and a bit of insight with some of the key aspects.  And now I'll get straight into it.  A little bit about Dale Carnegie.  I'm sure most of you have heard of Dale Carnegie.  We're celebrating our 101st year in operations.  In 1912 we started in New York City.  It's quite remarkable - it started with one man, one class, and it's now global.  It's incredible that it's gone that well and that long and there's pretty sound reasons for that. This book has been a big part of it and actually today we are collecting your meishi, your business cards and we are going to draw 3 lucky winners and we'll give the choice of either Japanese or English, depending on what you would like to read the book in.  We've got the Japanese version as well, “Hito wo Ugokasu”. Look forward to that.    This book has been very important in getting the idea of people relationships, people skills, implanted into business.  It's still a classic.  It's still selling tremendously.  In fact people in the publishing business, and I'm mentioning Japan, and global, they tell me there are basically two super long-sellers in the publishing world.  One is the bible.  The other is this book.  If you think about it, look back in say the 60's, 70's or 80's, books that were very popular.  They're all gone.  It's still in the top ten, business, non-fiction genre.  Still doing well because the need for better human relations is still with us.  It still hasn't changed.  In fact on the Japanese side, it has sold 9 million copies in Japan.  That is a lot of copies.  So again, very successful and well accepted in Japan.  It has been published in over 50 languages around the world.    We're very fortunate that 90% of the biggest, most powerful, listed companies at least, Fortune 500 companies in the States use our training.  And that's a really great recommendation for what we do.  And in Japan too, we're very strong.  And actually now, 91 countries-this is going to change to 97 in a few months, but it's still 91.  And I say one man, one class becomes 91 countries, in more than 50 languages –it's quite remarkable.  There is a strong reason for that and that is because it works, it's universal and it's timeless.  So we're very proud of that.    That brings us to one of our greatest fans.  Many of you know Warren Buffet.  He's probably one of the most successful investors in history.  And he is a tremendous fan.  I don't know about your company.  Maybe you can afford to pay Warren Buffet to front for your enterprise. We can't.  He's a billionaire multiple times over.  He's pretty expensive.  But he does a lot of promotion about Dale Carnegie for free.  The reason is very simple.  When he was a young man, he was like the smartest man in his class, one of the very bright people at the university.  He went out on his own and started a business.  And he discovered that even though he was very bright and he was very great with investing, it was a different animal to get people to give you their money to invest.  He discovered that communication skills, persuasion skills, people skills were critical. And he was struggling.  He said, you know I killed myself at university.  I'm at the top of my class.  I've got these fantastic investment ideas.  I'm going to make a lot of people a lot of money.  And he has.  He has made people a lot of money.  But he wasn't getting any takers.  And he took the Dale Carnegie course at the suggestion of a friend, who said,“Warren take the Dale Carnegie course”.  It changed his life.  Changed his career.  And he's often being interviewed.  This particular shot here, this is the CBS and he is actually pointing to his diploma.  He mentions in the clip, “You know I don't have my university graduation diploma on my wall.  I have my Dale Carnegie graduation certificate”.  And the reason is that that actually is what launched his career.    In Japan we have some big fans - the ex-chairman of Coca-Cola Otani-san, ex-chairman of Google Morikami-san and the ex-president of Johnson and Johnson Atarashi-san are big promoters of Dale Carnegie.  They do a lot of speaking, they do a lot of writing.  Because again, when these gentlemen were younger, they got involved with Dale Carnegie as a participant and graduated from the course and it changed their career.  It changed the trajectory of their success and they still recall that as being one of the big turning points in their life.  So again, we don't have to pay these gentlemen any money because they do it as a volunteer because they believe in it.  So it's very powerful for us.    Amazingly, I asked America, because we do, and you'll do some today-a little questionnaire.  But we have a sort of standard questionnaire for our courses.  And we send these off to the States and they put it through this big machine to get the results.  And we can check any course in any one of those 91 countries around the world, trainer against trainer.  See how the total quality index is looking, how the scores were.  Do some comparison.  Make sure we are operating at the right level.   And I don't know why I'm so dumb, it's taken me a long time to figure this out.  I just realized the other day.  Gee, you need to get some numbers on what's the satisfaction rate. Because we see it course by course.  Five years is a reasonable time.  Five years is a long enough period of time.  I'll make it hard for myself - I'll make it all courses: a two hour module, a half day, a day, three days, a week, the whole works, everything we do.  No matter the degree of simplicity or complexity, put it together.  I'll do it for all instructors. Every one of our trainers. So five years, everything.  What's the satisfaction rate?  And that's the number that came back - 97.7%.  I must say, I knew it was going to be high because I see the reports as they come in.  But it is that high over a five year period. I was very proud to see that.  That says something about the quality of this organization that has been created over the last 101 years.  That says a lot about Dale Carnegie and the system that he has come up with.    So we are going to go into a little video.  Who's heard of Southwest Airlines?  I think a lot of people have.  Why are they well known?  What's Southwest Airlines well-known for?  What are they good at? Participant: Cheap tickets. Greg:  Cheap tickets?  What else? Participant:  Hot pants. Greg:  Hot pants.  That sounds good.  What else?  I want to make sure I heard that right. Participant:  They made a profit every year. Greg:  They made a profit every year.  What else are they good for? Participant:  High quality. Greg: High quality.  High retention.  High customersatisfaction.    Let's have a look at this video and get some ideas about staff engagement?  Are the staff at Southwest engaged?   Video:  (male flight attendant) Good evening folks and welcome aboard Southwest Airlines Flight 372, service to Oklahoma City. Those of you who have flown us before know that we do things a little bit differently on Southwest.  Some of us tell jokes, some of us sing, some of us just stand there and look beautiful. I unfortunately can do none of those. So here's the one thing that I do know how to do.  We're going to shake things up a little bit.  I need a little audience participation.  Otherwise this is not going to go over well at all.    So here's what I need.  Especially you guys up front because you know what's coming.  All right.  I need a V, all right.  All I need you to do is stomp and clap and I'm going to do the rest because I've had 5 flights today and I cannot do the regular, boring announcement again.  Otherwise I am going to put myself to sleep.  So, you guys with me?  All right.  Stomp, clap.  Stomp, clap.  Stomp, clap. Stay on beat there.  There you go. Keep that going.   This is Flight 372 on S-W-A.  The flight attendants are for serving you today. Theresa in the middle, Dagan in the back, My name is David and I'm here to tell you that Shortly after takeoff, first this,  Soft drinks and coffee to quench your thirst.  But if you want another kind of drink then just holler.  Alcoholic beverages will be $4.  If a Monster energy drink is your plan that will be $3 and you get the whole can.  We won't take your cash, you got to pay with plastic.  If you have a coupon then that's fantastic.    We know you're ready to get to new places.  Open up the bins put away your suitcases, Carry-on items go under the seats.  If you don't want to use a bin, you have room by your feet.    If you have a seat in a row by the exit, We're going to talk to you so you might as well expect it. You've got to help us outin case we need you.

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