Transforming Work with Sophie Wade

Podcast host, Sophie Wade, checks in to discuss the current challenges, frustrations, and fatigue we are all dealing with as we emerge from the pandemic. From resisting or rolling out new work arrangements, to managing supply chain disruptions and rising costs, facilitating business and workforce transformation at the same time is not easy. Sophie explains how empathy works to enable the necessary shift to a human-centric orientation in technology-driven Future-of-Work environments leading to successful, sustainable progress and growth. She also reads short excerpts from her new book, Empathy Works: The Key to Competitive Advantage in the New Era of Work.     KEY TAKE AWAYS   [01:16] Acknowledging the challenges moments and issues we are all experiencing.   [03:08] The current discord between conventional power and progress.   [04:43] Why it’s necessary and practical to embrace the reimagining and redesigning of work.   [06:18] How the First Principles approach is useful, incorporating learnings from the last two years.    [07:10] The human-centric counterbalance to a technology-driven business world.   [08:02] The human-centric framework that elevates the Customer Journey and the Employee Journey.   [08:50] Sophie‘s new book Empathy Works is “An insightful and practical must-read for leaders focused on the future” -- Kirkus Reviews.   [09:32] Examples of how we experience empathy at work.   [10:32] Does everyone have empathy?   [11:31] What is soft about empathy as a skill?   [12:37] The neuroscience of empathy and its role at the core of human relationships.   [14:31] The connections between trust, oxytocin, social comfort, and the ability to read someone’s emotions.   [17:00] How to think through designing a suitable work model for your organization.   [19:30] Should your company have an office? If yes, what for?   [21:26] Workplace flexibility is a mindset first and a policy second.   [22:45] Why the effective mindset is open, inclusive, and empathetic.   [23:53] Leaders are transitioning from commanding to coaching and giving more autonomy to their team members.   [25:25] Why decentralizing decision-making is necessary now.   [27:46] PURPOSE: The importance of leaders articulating purpose.   [28:44] CULTURE: The role of leaders in modeling corporate values and how culture determines employees’ actions.   [30:29] TRUST: Trust is essential for workers to feel a sense of belonging and to increase their engagement.   [31:55] CONTROL: Empowering employees to support decentralized decision-making.   [33:30] WORKFLOW: The importance of understanding how work is accomplished and flows through your organization.   [35:21] IMMEDIATE ACTION TIP: Buy Sophie’s book to understand more about how to infuse your company’s culture and mindset with empathy and get practical help to establish daily empathy habits.     RESOURCES   Sophie Wade on LinkedIn Sophie Wade’s website Sophie’s new book “Empathy Works: The Key to Competitive Advantage in the New Era of Work” Sophie Wade’s company Flexcel Network     QUOTES   “We all have to make our way through the messiness of transformation.”   “We have the opportunity to get to a much better place.”   “This IS the moment to be making the necessary and powerful transformation to ensure your business can progress and succeed.”   “Empathy is closely associated with trust, respect, and inclusion which together can create a solid foundation for your company and culture.” “Empathy is at the core of all human relationships.”

Pascal Dulex, Culture Coach and Creative Director at Freitag in Switzerland, has been one of the people instrumental in implementing holacracy—a “self-management practice for organizations”—within the company. Pascal discusses the essence of leadership, provides insights about the role of managers, and explains how work processes were affected as the company prepared for and adopted holacracy. He also describes their ongoing internal discussions as he facilitates and supports continuing integration.   KEY TAKEAWAYS [03:19] Pascal’s core connections to the field of creativity.   [04:50] Pascal is less enamored with the traditional communications career.   [06:55] Stumbling upon a job description at Freitag that was different.   [08:28] Pascal finds one of the founder brothers very authentic when interviewed.   [10:54] The company is navigating a turbulent period when he joins.   [12:39] Pascal changes from communications to become Head of Innovation.   [13:37] A fundamental shift in the leadership role to becoming an enabler.   [14:48] The close link between product development and communications at Freitag.   [16:43] Working with “circle materials”.   [18:27] Over extension was a key trigger leading to holacracy’s implementation.   [19:15] The second trigger was reassessing leadership and decision-making.   [19:56] How hierarchy and conflict between departments was undermining outputs.   [21:29] The first step in the process was to “kill the management”!   [22:03] Organizing like a city at first—as senior leadership needed to make space for others.   [22:49] They develop a vision of their ideal organization.   [24:00] Discovering holacracy and getting expert help to explain it and support execution.   [25:55] How is leadership linked to hierarchy?   [27:07] Initial efforts were focused on understanding exactly what managers “do”.   [29:30] “Organizing away” managers’ roles.   [31:20] Clarifying roles and updating processes.   [33:13] Self-organizing companies need to communicate more.   [33:50] Decision-making driven by responsibility not consensus.   [35:27] Holacracy allows for continuous improvement.   [37:52] How do they explain the organization and management system when recruiting?   [40:29] Are there really no job titles?   [43:04] What holacracy does not address that Freitag has to work on.   [44:46] What does leadership mean? How do I want to be led? How do I want to lead myself?   [47:35] The struggles of self-organization.   [50:06] IMMEDIATE ACTION TIP: Trust is fundamental in every organization in the way you approach others. Starting with trust, people feel better because they realize you believe in them—and their positive intentions—and that’s a good starting point wherever you work.   RESOURCES   Pascal Dulex on LinkedIn Pascal on Instagram Freitag’s website   QUOTES   “The first step we made was making space for others to unfold their potential that was by getting rid of management.”   “You should feel like investing your time for a purpose that you believe in.”   “It [holacracy] has a radically different way of approaching power or authority hierarchy.”   “Managing is a very unclear term, right? If I say I’m a manager, what does that mean?”   “One of the fundamental things in every organization is trust—the way you approach others.”   “I firmly believe that every person who shows up for work is actually here to do something good, to achieve something.”  

Dr. Amanda Crowell, a university professor, cognitive psychologist, and coach, developed a time management system that helps people be productive without burning out after she experienced severe burnout herself. Amanda explains how to transform outcomes and avoid burnout by recognizing our own expertise, shifting focus, and discovering what key elements to do differently. When we reconfigure “how” we work, we can produce the results we want and feel more fulfilled without changing our lives. Amanda is the author of “Great Work” and podcast host of “Unleashing Your Great Work”.   KEY TAKEAWAYS   [02:50] After a stormy start in life, Amanda had an intense academic career.   [04:32] Amanda realized that she wanted to make a difference and it would mean a different pathway.   [05:02] The surprise of finding how different (chaotic) work process is outside academia.   [05:55] Amanda starts to burn out working around the clock.   [07:39] The three key indicators of burnout.   [08:46] Amanda reaches a mental and physical breaking point.   [10:50] How Amanda decides she wants a very different life for herself.   [12:34] “How did I let it get this bad?” resulted from holding onto beliefs that were not true.   [13:45] Unpacking and understanding unhealthy and undermining beliefs.   [15:13] How “self expertise” awareness is essential for effective collaboration.   [17:31] Considering how to configure your life differently utilizing newly-acceptable options.   [19:06] Resetting expectations and the illusion of what is “non-negotiable”.   [20:11] Amanda explores what she could do with less intensity that nobody will notice.   [21:34] Changing the relationship dynamic when you respond differently.   [23:10] Amanda’s focus is improvement science or quality improvement to help people work more effectively.   [23:58] How workflow analysis can increase productivity and reduce burnout.   [24:30] Focusing on key small details can make a significant difference.   [26:40] Making all the pieces of your life fit your self expertise.   [27:09] Despite (deliberately) delayed responses from Amanda, her boss gives her a great evaluation.   [27:41] Optimizing focus and workflow results in more satisfied clients.   [29:40] How to set employees up for success so they can perform well.   [30:49] You cannot be in solid relationship with someone else if you don’t know what matters to you.   [33:10] We must develop skills as enterprises and employees to recognize better what work matters.   [34:54] Without leaving your job or getting a new manager, you can improve your work experience.   [38:24] The hierarchy of ideas can be reframed to help people feel satisfied today while also feeling connected to their big goals that they want to keep making progress towards.   [41:47] When we feel like we have agency and advancing something that matters the experience is very different.   [43:22] IMMEDIATE ACTION TIP: Think back to when you felt angriest as you listened to my interview with Amanda. What triggered the biggest emotional reaction? Focus on that aspect of your work to start to address your burnout. Second, don’t forget self care, and, third, for a particular task you don’t want to do consider “what would it require for me to get rid of this task?”   RESOURCES   Amandacrowell.com Dr. Amanda Crowell on LinkedIn Amanda Crowell on Instagram Amanda’s new book “Great Work” Amanda’s podcast “Unleashing Your Great Work”   QUOTES   “Nobody loved the fact that I was being pulled away from the family like that. And nobody loved the Amanda who was left by behind living on those fumes.”   “I’m not going to miss my kids growing up. I’m not going to miss a good relationship with my husband. Like for what? For email?”   “You can’t be in a real relationship with another person if you don’t know what matters to you, and you must honor what matters to that person too.”   “If you hate your job so much, I would address your burnout.”   “I would just say ‘Open the door, just a crack’ that what I’m saying might actually be true.”

Deepa Purushothaman shares the experiences of many Women of Color, including herself, in the corporate world and their challenges to rise as leaders—including loneliness and not seeing themselves represented. Deepa talks about the importance of co-conspirators speaking up as well understanding they will make mistakes. Deepa is the author or “The First, The Few, The Only: How Women of Color Can Redefine Power in Corporate America” and co-founder of nFormation, a company that provides safe spaces for professional Women of Color.     KEY TAKEAWAYS   [03:11] An overview of Deepa’s career at Deloitte.   [04:23] Deepa started by studying policy and politics.   [05:54] Ageism from clients was the discrimination Deepa felt most after being made partner early on.   [06:27] As the first Indian female partner, Deepa didn’t see herself represented in leadership positions and had questions about belonging.   [07:55] Deepa had support and sponsors and pulled from different leaders to see what worked for her.   [08:23] As a Woman of Color, Deepa had some challenges giving feedback to people older than her.   [09:32] Deepa had a particular data-driven approach that worked with clients.   [10:06] Without a role model, you are to need creative ways to find your voice.   [11:35] How the issue of confirming and performing—two to three times harder than others—came up repeatedly with the 500+ Women of Color Deepa interviewed.   [12:10] White male CEOs have been picking up Deepa’s book—not Women of Color—wanting to get smarter by asking questions.   [13:06] The extra burden Women of Color have educating others.   [13:43] There weren’t (many) conversations about race at work in the US until 2020.   [14:55] Deepa finds there aren’t safe spaces for Women of Color to tell their truth.   [16:31] Many Women of Color have ignored or been taught to ignore racism.   [16:55] How so many Women of Color have physical manifestations of the challenges—including trauma—they have been internalizing.   [18:30] Women of Color need people—allies/co-conspirators—to be involved, not bystanders.   [18:56] Co-conspirators need to realize and accept they will make mistakes.   [19:46] Most Women of Color Deepa interviewed did not talk about race at home.   [20:35] Women of Color and co-conspirators should be prepared and practice what to say when someone says something inappropriate.   [20:58] The shock and shame Women of Color have after something racist is said in the workplace.   [22:20] Deepa’s three recommended things to say to recognize that something inappropriate was said.   [23:32] Responses depend on the context and how well you know the people present.   [24:50] Deepa picks her battles and waits 10 minutes to see how she feels before saying anything.   [25:55] How Deepa got ill and took a sabbatical to heal.   [27:30] Now success is tied to health for Deepa.   [28:33] The genesis of Deepa’s book and company was a series of dinners with many Women of Color.   [29:42] The issue of loneliness for many Women of Color in senior positions.   [31:15] The shared experiences of Women of Color were shocking and freeing.   [32:05] The reaction of white male CEOs has been “we can’t deny this is happening [at my company].”   [33:58] nFormation focuses on Women of Color and holding spaces for conversation.   [35:09] Women of Color have been finding their voice and their power by just seeing each at nFormation.   [36:15] IMMEDIATE ACTION TIP: For co-conspirators - practice empathy--don’t assume, instead listen differently to understand others’ different experiences. Use your power in the moment to support others—amplifying, pausing for space, giving room, speaking up or about someone. For Women of Color – how do you want to show up? What do you want to say and how do you want to use your full voice?       RESOURCES   Deepapuru.com N2formation.com DeepaPurushothamanon LinkedIn DeepaPurushothamanon Twitter Deepa’s book “The First, the Few, the Only: How Women of Color Can Redefine Power in Corporate America”     QUOTES   “I was the first Indian female partner we made so there weren't a lot of examples or role models before me and, and it's a pretty large firm. To not see yourself represented, I had my own questions around belonging.”   “When you don’t see yourself in leadership positions, there’s a lot of narrative rewriting that you have to do in your head.”   “You don’t have to see it to be it.”   “When you don't see yourself or don't see an exact role model, that looks like you, what I really coach women on is to kind of try different things out.”   “It's hard to find your voice when you don't see yourself on television when you don't see yourself in the media when you don't have a teacher that looks like you, and then you go into an organization and there's hardly anybody that looks like you. Like, what is your voice?”

Minter Dial, a management consultant on leadership and transformation and author of several books, speaks about his latest book, You Lead: How Being Yourself Makes You a Better Leader. Minter discusses what he learned when he ran a division at L’Oréal and what he needed to understand about himself—with the help of the Grateful Dead—along the way. He also shares why having a business purpose is a game-changer to help a company or brand differentiate itself from the competition.   KEY TAKEAWAYS   [02:56] Minter’s career begins in banking then a start-up travel agency for musicians.   [5:05] He moves back Philadelphia and tries all kinds of jobs.   [06:28] The Grateful Dead is core to Minter’s existence.   [06:51] After business school, Minter applies to two companies: LVMH and L’Oreal.   [08:10] Minter climbs the corporate ladder as a cross-cultural leader.    [09:48] How power and proximity affect corporate culture   [11:16] Minter is focused on creating a differentiated culture for the Redken brand.   [12:24] How they decided what type of culture they wanted.   [13:32] They figured out how to develop purpose to drive the culture.   [14:54] The challenge of translating the external purpose message for the division internally.   [16:39] The financial results of a purpose-driven business.   [18:06] The folk tale that gave the Grateful Dead their name.   [19:40] The two important morals of the story that tying into self-awareness.    [21:12] How leadership is about letting go of your ego.   [22:55] We are never going to know fully who we are and we continue to evolve.   [23:52] The importance of understanding your emotions, including your triggers and how to be present.   [26:30] “You Lead” was supposed to be Minter’s first book and how he recognizes his need to be more self-aware.   [29:20] Minter wanted to help people who weren’t empathetic to delegate their empathy.   [31:22] The importance of self-awareness in leadership.   [34:02] Minter’s book “Futureproof” is focused on mindset.   [34:30] Trust is the critical component of leadership and requires authenticity.   [35:50] The notion of gaining trust as a leader needs to be intentional.   [38:00] The purpose of Minter’s next book is helping people heal and harder conversations need to be tackled in order to do that.   [40:11] How do we start to change our leadership style?   [41:10] IMMEDIATE ACTION TIP: When listening to other people, reformulate what they have said rather than bouncing off it.     RESOURCES   Minterdial.com Minter Dial on LinkedIn Minter Dial on Twitter Minter’s book You Lead Minter’s podcast Minter Dialogue Minter’s four books on Amazon Minter’s DIALOGOS on Substack     QUOTES   “I really felt it was important that if you run a brand, it must be different from the inside out from the other brands.”   “It has everything to do with having a de facto realistic purpose that is not all about 100% everything perfect. It's just making things manifest, making them real, and everybody talking some kind of real language.”   “In today’s world, especially now we’re working in the distributed world, if you don’t have trust, you have nothing.”   “You can’t limit your purpose to something that your team internally doesn’t experience, because if all you’re doing is making your customers happy…what about me?”   “The thing about the Grateful Dead is there’s a philosophy which is essentially once you understand that you are mortal, that you will die, then you become more grateful in the present.”   “When you think of the Grateful Dead, Jerry Garcia, he was the leader, but he was not one of those fear and control leaders. He was a participant. You were contributing with him in his leadership.”

Reid Hiatt, the Co-Founder and CEO at Tactic, launched this new venture during the pandemic to enable companies to bring employees back into the office safely and to provide long-term solutions for those moving to hybrid models. Reid shares insights about the dynamics of hybrid work arrangements and how he sees companies—including his own—using effective communication and new tools to implement them successfully. He discusses specific solutions to reduce meeting overload as well as the importance of proactive planning and participation to enable every employee to do their best work.   KEY TAKEAWAYS   [03:10] Reid never imagined being where his position is now.   [03:40] Reid finds meaning in his early career.   [04:15] How COVID shaped Reid’s life and family.   [07:00] Reid’s friend Chris calls with an interesting idea for them to explore together.   [09:38] Reid and Chris try to evaluate and scope the future of hybrid working during 2020.   [10:44] What was middle management’s reaction to hybrid work models?   [12:50] Reid learns the challenges for new recruits in distributed teams in his consulting job.   [14:58] At the end of 2020, Reid and Chris bring in a tech co-founder, and notice patterns.   [15:40] Believing the priority pain point for distributed teams is collaboration, the team is ready to start.   [17:45] How to address each person’s working preferences while enabling relationships to develop.   [19:50] The key to making hybrid work is communication.   [20:38] The importance of eliminating proximity bias.   [20:58] The approach tools for creating a good communication culture.   [23:39] We have too many meetings. How to make them effective—includind recording and documenting them.   [24:39] Reid shares an example of how to have an effective meeting using transparency and documentation.   [25:21] Being purposeful about transparency and inclusion.   [26:58] Reid was surprised by the number of hybrid models.   [29:25] The initial product launched based on their research.   [30:00] The focus on the employee experience especially collaboration.   [31:12] Hybrid preferably provides a solution to suit each individual worker.   [33:30] You need to be intentional about onboarding and employee development.   [35:12] How to choose the right model for your company.   [35:38] Effective implementation first requires a plan.   [36:49] The human-centric focus is key to success for any hybrid work arrangement.   [37:15] Internal messaging about a hybrid model is key so employees understand their wellbeing is at the core.   [38:48] What are the next steps after launching a hybrid model?   [39:29] What to do if your hybrid work model is working as well as you had hoped.   [41:40] IMMEDIATE ACTION TIP: First define what effective looks like and how you will measure the success of your hybrid model. Second, gather feedback from your employees to find out what their experience of hybrid has been so far.   RESOURCES   Reid Hiatt on LinkedIn Reid Hiatt on Twitter Gettactic.com Tactic on LinkedIn   QUOTES   “Honestly, across the board, what we found was that the vast majority of people, both younger and older, really resonated with this hybrid model. The younger people actually more so than the older but there wasn't a ton of resistance.”   “I believe that one reason why work can be so great is because you develop relationships with people that you wouldn't have otherwise.”   “Remote and in-person, like just one or the other, is the easiest to implement. I believe hybrid, when done correctly, is the most effective.”   “If I don't have anything to share, if there's nothing for me to share, and there's nothing that I need to specifically know or do in this meeting, then I have to ask myself, is this the most effective use of my time?”

Claire Harbour spent years in general management, strategy consulting, and executive search before deciding to focus on people, talent and bringing out the best in individuals and organizations. She is now a leadership coach and co-author of Disrupt Your Career: How to Navigate Uncharted Career Transitions and Thrive and online courses on career agility. Claire shares insights about the Great Resignation—how employees can be reflecting and developing career agility and how employers can foster constructive career conversations.     KEY TAKEAWAYS   [03:10] Claire started out on a very different career path.   [04:00] How Claire changed to internationally-focused business and management.   [04:43] Interest in talent opportunities first manifested for Claire.   [06:26] Claire starts to focus on talent while balancing evolving professional and personal circumstances.   [07:25] The role Claire plays as a coach at decisive moments in her clients’ professional lives.   [09:33] The ‘push’ reasons for resigning from your job have not changed much.   [10:43] However, we have had more mind space to take action during the pandemic.   [11:35] New perspectives about possibilities especially with many employees moving jobs.   [13:35] For employees thinking through their options, there is much information available to review.   [15:06] The Japanese concept of ikigai is one useful tool to start the reflection process.   [17:08] What career agility means and the six “Cs”.   [19:00] How working on career agility helps you consider options and make changes.   [20:41] The importance of talking with, not about, talent.   [21:45] How managers must be involved in empathic career conversations, not just HR.   [24:16] Ways to create safe space to talk openly about career development.   [23:45] What do managers need to be thinking about when it comes to upskilling talent?   [25:53] The value of academy companies nurturing employees’ capabilities.   [25:50] Organizations are updating their offerings for employees—internal mobility and more.   [29:00] The benefit of personal openness and awareness to foster creative conversations.   [31:06] How to use exit interviews to generate constructive dialog and ongoing relationships.   [32:17] – The questions you can ask to help someone reconsider leaving.   [34:18] Why shopping lists in recruitment are no longer helpful or relevant.   [35:04] The importance of creative thinking in recruitment.   [37:06] IMMEDIATE ACTION TIP: Focus on what you want to move towards rather than away from. Make yourself a Dream Board of the things that you might want in your career. Practice visioning, imagining the job and environment where you want to be.       RESOURCES   Claire Harbour on LinkedIn Claire's website Disrupt Your Career by Claire Harbour Careeracrobats.com     QUOTES   “There are an awful lot of jobs flowing around in, in a buoyant job market. I think one thing that maybe we forget too easily is that when one person resigns, typically that person has to be replaced. To an extent, we’re in a merry-go-round.”   “We've got this simple model, which refers to the six Cs which are: commitment, control, curiosity, change agility, connections, and confidence.”   “Whatever stage you’re in in your career, you can be asking yourself questions.”   “Why wouldn’t we create a system eventually whereby everybody is given a chance to have a safe creative space in which to talk and plan and develop.”   “We are all packages of resources and capacities and capabilities.”   “She said to me a few weeks ago, "What I wish we could do is to stop talking about talent and start talking with talent.”

Kapil Kane, Director of Innovation at Intel China and co-founder of award-winning corporate innovation accelerator GrowthX, has wide-ranging experience in product design and shares insights about his customer- and employee-centric approach to design and innovation. He explains how the accelerator stimulates innovation at Intel and how they have adapted to be responsive and innovate faster during these times of uncertainty.     KEY TAKEAWAYS   [02:45] Where Kapil grew up and what he dreamed of doing.    [03:40] Why his first experience in the US was very different for Kapil.   [04:20] Kapil interns for Apple and finds consumer electronics product design more satisfying.    [05:24] Working on a revolutionary project at Apple, Kapil drops out of school.   [06:14] Why testing is such an integral part of the design process for a great product.   [06:38] The challenge of testing a revolutionary product!   [07:59] Why Kapil moved to China in 2007.   [09:14] The rapid prototyping and positive attitude allowed Kapil to make quick progress.    [10:36] The do/try/break/iterate approach in China which differs from his experiences of design in India and the US.   [11:15] Enterprising attitudes allow quick access to resources nationwide.   [13:00] China’s consumer electronics design work is very customer centric.   [14:20] Intel recently empowered a local group to create products for the local market based on core technology.   [15:19] Employees working close to customers are identifying needs in the local market.   [17:41] How hackathons are used to generate initial ideas.   [18:25] Various seed programs develop proof of concept.   [19:30] How the accelerator Kapil co-founded explores feasibility and business viability.   [20:48] Multiple sprints prepare viable ideas for investment and launch.   [21:38] How market conditions changed the process and opportunities for technology.   [23;36] The pros and cons of innovating with hybrid work arrangements.   [24:31] The benefit of experimentation away from company headquarters.   [25:11] Kapil has found that consumers are more forgiving in China about new products.   [25:55] How customer feedback and (hackathon) research affect product development.   [27:43] The shift to empathetic mindsets in validation interviews involves understanding customers’ pain points.   [28:48] Innovation is best achieved in environments where people are allowed to challenge the status quo.    [31:43] How Kapil’s creative approach successfully stimulates innovation at Intel.   [34:59] Transferring business understanding upstream enables innovation in an ever-changing environment.   [37:03] Stimulating innovation and testing business cases early on encourages employees to be intrapreneurial.   [39:08] Kapil spends most of his time supporting the idea selection process—especially bootcamps and business pitches.   [40:15] Team coachability during bootcamps is an indicator of performance in the accelerator.   [41:15] Why has Intel’s accelerator been successful and others’ have not?   [42:21] The two factors Kapil attributes to the innovation program’s overall success.   [44:12] Why a flexible attitude also matters.   [45:44] IMMEDIATE ACTION TIP: In addition to empathizing with clients, have empathy for your employees. Listen to their ideas. Give them a platform and an environment to play with their ideas. Enable them. Empower them and you can explore all types of innovation—moonshots and incremental and adjacent innovation.      RESOURCES   Kapil Kane on LinkedIn    Kapil Kane’s podcast Between Two Friends   GrowthX's website     QUOTES   “Many times, the success rate is quite, quite small. I would say 10 to 15%, so not all projects you start in an accelerator will have an ending.”   “In general, this pandemic I think has brought more opportunities for technology, especially in data centers, PC, and internet streaming.”   “The cool thing is that not being in your headquartered country or the headquartered market, you have more chances to experiment.”   “I think the definition of innovation is not limited to technology. When people hear innovation, they think new ideas are being built in a lab.”   “You need to create real value from the innovation by landing those innovations into the market.”

Susan Inouye, CEO of the Inouye LoRe Group, is an executive coach, recognized expert with Millennials, and bestselling author of Leadership’s Perfect Storm: What Millennials Are Teaching Us about Possibilities, Passion and Purpose. Susan brings her proven track record in transformational change to share insights about what matters most in all our working lives and how leaders can stop the burnout, stem the tide, and engage younger employees who are walking out.     KEY TAKEAWAYS   [02:45] Susan’s unusual transition towards coaching from the entertainment industry.    [03:18] How Susan was selected as a top coach to study with Tony Robbins.    [05:27] Transitioning to sales, Susan becomes the number one salesperson in 10 months.   [06:23] A friend insists Susan coach her and extraordinary financial success results.   [08:15] Susan is told coaching is her calling!   [09:30] Susan hits another ceiling and is advised to go out on her own   [10:49] How did Millennials became a focus of Susan’s work.   [11:28] What understanding Millennials really entails.    [12:55] The impact of connected relationships for at-risk Millennial youth.   [14:58] What compelled Susan to write her book?    [16:45] Why is the Great Resignation happening?    [18:51] How people experience burnout.    [21:44] Why we didn’t notice we were burning out until now.   [22:20] Why cultural values and issues are highlighted causing employees to reassess their employer.   [25:32] An employee exodus shock an employer.   [27:32] The three things Millennials want—that every human wants.    [29:39] Susan suggests simple solutions for improving connections.   [31:11] Leaders need to focus their people be role models.   [32:23] Understanding and orienting towards people’s gifts generates energy and engagement.   [36:05] The benefit of understanding our blind spots.   [38:19] The benefit of working with gifts and blind spots and how to find your own.   [43:19] How to nurture and coach Millennials as our new and upcoming leaders.   [44:01] How Boomers are behind Millennials perspectives and actions.   [44:46] What legacy do Boomers and Gen Xers what to leave?   [45:18] IMMEDIATE ACTION TIP: Connect and receive what others have to offer. Observe people, using the connection that you have to see their gifts, who they are in the world, and accept them for who they are.   [46:21] Many soft skills are rising to the top of the list for leaders.      RESOURCES   Susan Inouye on LinkedIn  Susan Inouye on Twitter Susan's website Susan’s book “Leadership’s Perfect Storm: What Millennials are Teaching Us about Possibilities, Passion, and Purpose” Youthmentoring.org     QUOTES   “When your calling hits you in the face, you kind of push it away. It took me three months [to accept it].”   “The number one reason employees are leaving is because of burn out.”   “Gifts are what we were born naturally to bring into this world. It’s what we do without thinking about it.”   “We focused on his gifts, and his blind spots, and he started to become a better leader, better person. And he said, "Oh my gosh, my whole team changed because I changed."”

Neil Miller, host of The Digital Workplace podcast, has been working remotely almost all his working life. Early years working overseas fostered his understanding of different work approaches and habits. Neil has significant expertise leading distributed teams, utilizing digital tools, and incorporating effective asynchronous work methods and practices, especially to reduce the number and length of meetings in order to improve performance.    KEY TAKEAWAYS   [03:24] Neil explores different life and work options at the beginning of his career.   [03:57] Neil shares his early work experiences—challenges, observations, and learnings.   [05:29] How you ask “why?” more working in a different cultural environment.   [06:42] Neil discusses the realities of direct and indirect communication and power dynamics in different cultures.    [09:17] What it was like for Neil working remotely as his first work experience in the US.    [11:56] As the only remote worker to begin with, Neil felt he always had to be the one making the compromises working with in-person teams and how that motivated him.    [13:07] How Neil could sense when in-person visits were needed to reconnect with colleagues.   [14:05] Reactions to pandemic-related remote-working and desires to transition back to the office.   [15:44] In-person meetings were the over-used catch-all tool for collaboration.   [16:33] Digital work offers benefits of new workflow options, not replicating office-based work.   [17:26] How should we be thinking about meetings if we optimize with digital tools?   [19:05] Understanding asynchronous working, its benefits, and how to do it.   [21:56] If you could “hire” a meeting what would it’s functionality and objective be?   [22:56] Opportunities and challenges for digital leaders: aligning channels, content, and timing.   [25:49] Top benefits of meetings working with distributed/hybrid teams.   [27:48] Neil shares his tips for collaboration and intentional serendipity.   [29:08] How employees with different personality types show up in meetings.   [29:55] The beneficial results from starting a collaboration and ending it 24 hours later.   [31:25] Using empathy to be an effective leader of a distributed team.   [32:48] How Neil is adjusting his work preferences while onboarding a new team member.   [34:31] Neil offers advice on how to bring a new employee up to speed on culture.    [35:46] Onboarding a new hire offers an opportunity to make, re-evaluate, and communicate promises to the team as well as share an updated operating guide.   [37:45] Neil recommends when low and high fidelity communications are best used by leaders.   [41:51] Neil has an assessment tool on his website that helps gauge your digital workplace score.    [42:54] IMMEDIATE ACTION TIP: Look at the next meeting on your calendar and ask yourself “what part of the meeting could be done asynchronously or another way?”     RESOURCES Neil Miller on LinkedIn  Neil Miller on Twitter The Digital Workplace website Digital Workplace assessment tool     QUOTES   “When you’re in an office, the meeting is the catch-all tool for collaboration. We use it for all sorts of different purposes. When we transitioned to digital work, we carry that reliance on meetings over with us.”   “Now I have eight ways that I can collaborate instead of just one, instead of just meetings.”   “It’s going to require a lot of digital fluency, a lot of intelligence about picking the right mediums.”   “Think of a meeting like it's something you hire. So if I'm going to hire a meeting, what is it that I really want it to do? If I'm going to hire a meeting, I'm going hire it to build connection with people because a meeting's going do that much better than a text message going back and forth.”   “Look at your schedule tomorrow, what part of that meeting do you think could be done asynchronously or could be done in another way? It just opens up a lot of good questions.”