Transforming Work with Sophie Wade

Karyn Twaronite, EY’s Global Vice Chair of Diversity and Inclusiveness, explains the depth and breadth of diversity and how inclusiveness is at the core of a culture of belonging. She describes the importance of practicing empathy and being authentically and actively involved for nurturing these values. Karyn suggests what more we can all do to enable fully-supportive corporate environments.   Key Takeaways   [2:48] Diversity has many different dimensions and has evolved. How does Karyn define it at EY?    [4:04] Karyn describes the evolution of diversity with four Cs: Compliance, Character, Commerce, and Culture.    [05:12] How important authenticity is to avoid an ‘inclusion allusion’ and keep striving.   [06:36] A sense of belonging creates inclusiveness which comes from people having empathy for each other.   [07:16] Employees felt the most sense of belonging was when the people they worked with checked in with them one on one.   [08:40] Highly-effective team leaders are being asked to lead their team and their teams’ families.   [09:25] Empathy is a key ingredient with respect to checking in and feeling a sense of belonging.    [10:00] How to create a culture of belonging while maintaining uniqueness and not asking for conformity.   [11:17] How equitable sponsorship has been a transformational lever for EY to increase diversity.    [12:56] Women who are sponsored are more likely to stay longer, lean in to opportunities and return from maternity leave.   [13:41] How executives can be measured and rewarded for achieving inclusive leadership goals.   [14:39] Empathy relating to recent experiences and protests has moved people from passive disapproval to more active roles.   [15:53] Racism and discrimination exist everywhere. Understanding, compassion and empathy also exist everywhere and have ignited new conversations, creating a sense of urgency.   [16:36] A platform for social equity: What does your organization stand for and against?    [16:56] How can you be an active anti-racist? What does that mean for you and your situation?    [19:37] What leaders and senior executives can do to create a more inclusive corporate culture.   [20:39] Key DNI reasons for companies include creating a safer and more respectful work environment.    [21:21] Key inclusive leadership behaviors.   [21:30] Creating DNI as a business topic to track and share updates on progress.    [23:40] Why checking in on employees matters.   [24:08] Leaning into similarities AND differences.    [25:26] Anybody can take charge and become an inclusive leader.    [25:50] ‘Violent politeness’ and why the highest earning team member should offer their opinion last.   [28:04] How to stay proactive—consider who is sitting on the sidelines in your company or team?   [29:46] Immediate Action Tip: Expand your A team. You might be pleasantly surprised who’s sitting in the wings.    Resources   Ey.com Karyn on LinkedIn Karyn on Twitter EY Global D&I page How to strengthen inclusive leadership in times of crisis EY Global Executive Diversity & Inclusion Statement EY’s commitment to anti-racism in the US     Quotes   “If you aren’t really authentic in your effort to bring about a real inclusive culture, you can end up with something I call an inclusion illusion.”   “Employees felt a sense of belonging when the people that they worked with checked in with them one-on-one.”    “Empathy is a key ingredient and without it you’re really going to miss the bullseye.”   “A mentor stands beside you, but a sponsor is someone that stands in front of you and is very active.”   “Tone from the top is critical.”   “’You don’t have to be the most senior person on the team to be an inclusive leader.”   “Inclusion allows everyone on the field to play.”  

Diversity and inclusion are best addressed with a multi-dimensional approach founded on empathy believes Siham Jaafar, President and CEO of 3D Consulting and Communications, whose training and consulting focuses on educational, law enforcement, and corporate audiences. Siham shares her perspectives and insights about how empathy-driven awareness increases our knowledge and decreases our fear of each other to bridge gaps and build connections, showing us that we are more the same than we are different.     Key Takeaways   [02:35] What drew Siham to diversity and inclusion training?   [03:48] Siham shares a vital turning point for her and how she thought about diversity and the catalyst for the Images & Perceptions Diversity Conference.   [4:35] Teachers have always been an important portion of the conference audience.   [4:40] Asking difficult questions allowed people to understand more and get comfortable.   [5:14] A vital turning point for Siham — How knowledge turns fear into enrichment about other people.   [6:40] Well-known speakers sharing their personal experiences in Hollywood and other industries brought credibility and relatability.   [8:06] Why many judges, lawyers, and law enforcement attend the conference.   [9:40] Empathy is the platform to build everything on.   [10:21] The difference between tolerance and acceptance and empathy’s role for achieving acceptance.   [11:16] The fear factor and its impact.   [12:41] The ‘need to know’ factor and getting a solid understanding of what you are dealing with.   [13:33] How COVID19 is making us all more vulnerable and aware.   [14:44] The challenge of talking about integration while staying physically distanced.   [15:25] How much are we thinking about everyone putting their lives on the line during this pandemic?   [17:48] What the pandemic and George Floyd’s death has revealed — ‘when the snow melts’ you see what’s underneath.   [18:28] People want police officers to be active, present, and do their jobs in a safe way, as well as stay safe.   [19:28] What kind of training helps police officers react empathetically when dealing with stressful conflict-ridden situations so things don’t escalate?   [20:10] The need for funding to have experts available and training for police officers to be better-equipped to respond and deescalate situations such as domestic violence.   [20:42] It’s critical for police officers to understand themselves—their way of thinking and backstories—and how that affects their personal perception of what they see.   [22:01] How the ‘fear factor’ influences African American parents’ discussions with their kids, creating different perspectives and emotional responses, such as during a traffic stop.   [22:58] If an officer has a different perception over why someone is acting a certain way, it can deeply affect their stress levels and conflict response.   [24:01] In most situations, when people are treated with respect and dignity, it creates an environment that encourages voluntary compliance.   [25:52] How do you create a safe place for people to tell their story in your organization?   [26:24] Someone asking questions wants to learn.   [26:54] We are more the same than we are different, we face the same challenges and want similar things.   [28:28] Remembering we can agree to disagree and still appreciate other’s thinking and accept it.   [29:05] Understanding more about our coworkers by seeing into their homes.   [30:26] A lot of disparities have been revealed during the pandemic.   [33:00] Life is about connectivity. It’s about human to human connection.   [34:00] We’re all in this together, but we’re not. The snow is melting and revealing the disparities.   [36:15] IMMEDIATE ACTION TIPS: Accept others. Get to know other people’s backstory. If someone reacts differently, don’t take it personally. And lend a helping hand where you can—now more than ever.   Resources 3dconsults.com Siham on LinkedIn 2010 Documentary: I Am   Quotes   “There’s a ‘need-to-know’ factor and there’s a fear factor.”   “I guess you fear what you don’t understand. It’s frightening, but once those gaps are filled they become more of a new enrichment process in your life.”    “Compassion and empathy can improve communications, inner personal relationships, and can even make you happy.”   “It’s definitely in the training. You wouldn’t send a brain surgeon to put out fire. When police officers go into situations and they don’t have any training or background, that’s going to be an escalated situation.”   “’Once the snow melts, the dirt shows’. And we have to address that dirt.”   “If you treat people with respect and dignity, regardless of the situation or who they are and where they came from, I believe you will instill more of an atmosphere of voluntary compliance.”

Mark Read, CEO of WPP, explains how strong cultural tenets help the organization connect with clients, support employees, and continue to innovate across the 100+ countries they operate in despite current circumstances. He emphasizes the importance of empathy for understanding evolving consumer behavior and workers’ different situations, as well as for responding to the protests sparked by racial injustice. Mark shares WPP’s commitments that ensure everyone feels comfortable to speak up and bring their whole self to work. Key Takeaways   [00:45] What is the connection between empathy and corporate culture?   [01:03] Multinationals are dealing with multidimensional challenges.   [03:47] How WPP’s purpose has guided the company during the COVID19 pandemic.   [05:05] The effect of responding with an empathetic, common sense approach.   [06:16] How communication helps manage and support employees through uncertainty.   [07:10] The benefit of making clear decisions and not changing tack during a crisis.   [08:25] Encouraging people to connect regularly with co-workers.   [09:22] The influence of WPP’s cultural values: being open, optimistic, and extraordinary.   [10:21] WPP recently launched WPP TV as a way to bring employees around the world together.   [11:50] How COVID19 has accelerated the arrival of the Future of Work.   [12:29] Mark’s views about the use of technology to work effectively and its role in attracting the best people.   [16:02] The world’s biggest period of self-reflection.   [17:32] WPP’s guiding principles for bringing people back to the office in 100+ countries.   [18:45] Anticipating a seismic shift in people’s attitudes towards remote working.   [20:15] How will brands be rethinking how to connect and engage with their consumers long-term? Mark breaks it down in three phrases.   [21:35] What area of business or society has not been changed by the pandemic?   [23:03] Clients’ interest to accelerate digital transformation has increased.   [23:47] WPP is thinking through the future of work, as well as rethinking the future of the high street.   [25:10] How have the protests against racial injustice around the world affected WPP?   [25:37] The changes WPP has committed to make.   [26:25] Why the perspective of anti-racism is important and working proactively to make a difference.   [27:31] Leaders’ roles in making lasting change with a focus on recruiting.   [29:03] Mark shares how WPP created a safe space and environment where people could speak up and share their experiences.   [30:27] How WPP’s culture helps cultivate a company where people are comfortable bringing their full selves to work.   [31:43] The essential role of empathy to support diversity and inclusion.   [32:12] Fighting racism becomes a task for everyone.   [33:03] How to sustain new approaches and initiatives long-term.   [34:14] Mark’s recommendations about how to stay connected, without having to travel!   [36:03] IMMEDIATE ACTION TIP: Say hello. Check in with people and see how they really are doing.   RESOURCES   wpp.com   WPP on LinkedIn   WPP on Twitter   Mark’s bio   Mark on LinkedIn   Mark on Twitter   QUOTES    “Communicate as much as possible with people. You cannot overcommunicate with people.”   “Our clients have a much greater desire to accelerate digital transformation. Companies that can transact online have definitely come out in a much stronger position.”   “We’ve seen more innovation in the last three months than we’ve seen in the previous 10 years, and I think the world we come out to will be very, very different.”   “When we get back to normal, probably by the time we’re through this, we would have forgotten what normal is like.”   “We committed to use the power of our voice. This notion that silence is complicity I think it helps you to think through what you need to say.”   “If you don’t have empathy, you don’t try to understand where other people are coming from.”   “Fighting racism becomes a task for everyone.”

Jey Van-Sharp, Principal at MyÜberLife, is an expert on culture. Jey discusses our many cultures as fundamental expressions of how we understand the world and each other. He explains why we are experiencing cultural dissonance and discomfort right now and how to step outside our own cultural codes. Jey offers insights into how companies and brands can make important cultural shifts.   Key Takeaways [00:47] The role of empathy within our culture.   [01:18] Why culture’s core role becomes more evident during times of uncertainty.   [02:38] How do you define corporate culture?   [04:33] In unsettled conditions, culture needs to be emphasized, how can companies best focus on culture?   [05:19] We are each born into multiple cultures as social creatures.   [06:34] People try to create dominance of one culture over another.   [07:38] Why we are experiencing cultural dissonance now.   [08:30] How a company can create a sense of community and build a strong culture.   [09:15] What happens when a company, its employees and customers do not have aligned cultural values.   [10:20] Why youth culture is the most dominant culture.   [10:48] Historical channels of information presented conventional wisdoms pretending to be truths.   [11:49] How can brands fill in cultural texture for consumers with limited current options.   [13:01] Once you understand a community, then you can serve them.   [14:24] The value of empathetic listening.   [14:45] The effect of operating from the standpoint that everyone has value.   [15:49] Learning the ‘code’ of the dominant culture. Being a ‘code switcher’ to be able to see value.   [17:47] How to generate shifts to change culture—view your company as a platform of empowerment.   17[] Bring in additional voices, have authentic conversations, listen to and train them. [19:53] The unwithering of old ideologies.   [21:00] When private enterprise and people team up, change happens very quickly.   [21:17] The aim is not for comfort. The aim is for understanding and truth.   [23:23] Is age a demographic or a mindset? Create new archetypes.   [24:26] The fourth branch of American government is the media and the fifth branch is corporate marketing.   [26:35] Cross communication is critical, not just of races, but also genders and age ranges so as to not miss out on understanding and opportunities.   [28:15] We have to get comfortable with being uncomfortable   [29:42] With continued economic strain and ongoing uncertainty, this is the moment for culture to bring us together.   [30:35] The consequence of having a culture of dismissal, dominance, and superiority.   [31:57] Crafting the new normal with empathy and human values.   [32:49] We are all scared human beings in awe of this reality and the best leaders will guide us through the uncertainty.   [34:59] Recognize the history of the world we live and the people within it.   [35:32] When you see a source of information, try a counter-factual simulation: try and disprove your assumptions.   [37:11] As executives, business people, corporations, and brands, we are part of the narrative of equality and justice.   [38:03] Memes are part of memories, passed down through culture, oral stories, statues, language and frameworks.   [38:41] We need to practice rational empathy—less academia, less rational thought, more feeling and understanding.   [39:39] You have to incentivize feelings.      IMMEDIATE ACTION TIP: Question what you know. Try to disprove your own assumptions. Try not to judge. Get into the habit of inquiry. Operate from a place of humility.     Resources: Myuberlife.com Jey on Twitter   Quotes:   “Culture beats strategy. For me, culture is the memories, value system, the beliefs, the shared goals, the fears, the ideology, mythology that exists within each community of people.”    “Don’t try to speak on the behalf of people you don’t understand. Bring those people in. Lend them your platform.”   “Brands and private enterprise play a big role. When private enterprise and the people team up, change happens very quickly.”   “Get interested in the world again, read about the world, question everything that you know.”   “Every day is a brand new day to operate from a place of complete humility, complete awe, complete transparency, complete authenticity.’  

Norman de Greve, the CMO of CVS Health, discusses the importance of practicing empathy, both as a senior leader and an executive of the largest health and wellness company in the US. He describes their ongoing response to the COVID19 crisis—listening to customers and employees, addressing their needs, and communicating frequently. Norman shares his views about the beneficial outcomes for leaders who take empathy-driven action to build trust, connection, and demonstrate commitment to helping people achieve what they want to achieve. He notes how CVS Health measures and rewards empathy-driven results.   KEY TAKEAWAYS   [01:13] Empathy is indispensable for business leaders to practice to help customers and employees feel safe.   [02:03] A strong focus on caring and empathy has long been a deep-rooted value at CVS Health.   [04:00] How integral is empathy now to corporate mindsets and practices, especially for leaders?   [04:46] Companies that are succeeding now have a deep understanding of both their employees and consumers.   [05:43] Norman shares how empathy has helped CVS Health respond to the Covid-19 crisis.   [07:00] How CVS Health listens to the voices of customers and employees to understand and address their needs.   [08:13] Considering the servant leader mindset and relevance in current circumstances.   [10:00] Key challenges CVS Health faced were being able to pivot quickly and preparing for the unknown.   [10:29] At the leadership level, what did CVS Health do differently?   [12:05] This crisis has brought out the humanness in people.   [13:18] Norman shares a more human approach as plans to return to the office are developed.   [14:06] How communication was the key to reassuring employees when CVS Health started Covid-19 testing.   [15:09] Across corporate environments, there is a heightened listening to, understanding, and responding to employees.   [16:00] How Norman is preparing for months of uncertainty and considering remote work options.   [17:24] Moving into a new world where we value the individual more than just a ‘resource’.   [18:30] Delivering empathy through a C.A.R.E.R. interaction model in stores increases customers’ adherence to their medication.   [19:21] CVS Health’s satisfaction scores are going way up because people are valuing empathy and kindness even more than ever in this stressful time.   [19:47] When CVS Health decided to track empathy internally, the reaction was ‘thank goodness’!   [20:30] An organization needs to deliver both operational follow-through as well as having empathic behaviors to enhance the customer experience.   [21:41] How empathy impacts the compensation of the management team of CVS Health.   [22:28] How does Norman define empathy?   [23:13] The role of empathy in cultivating a welcoming environment for a diverse population so people can reach their potential.   [24:08] We have a racism problem in America, as well as a mental health problem. People are not feeling enfranchised to bring all their skills and talents to work.   [25:26] How CVS Health supported their diverse workforce and achieved #24 on Diversity Inc’s top 50 companies for diversity for 2020.   [27:57] For leaders, Norman cautions that empathy is not just about listening, but also taking action.   [28:49] For any company, to enable everyone to bring their full potential, it starts with: what do we believe is the right vision for who we are and how we operate.   [29:37] IMMEDIATE ACTION TIP: Ask your boss how they’re doing, not just the people who work for you. It’s a way to connect and hear what’s going on, and people need it.   RESOURCES   Cvshealth.com   Norman on Twitter     QUOTES   “It’s a very different environment than it used to be and companies that are succeeding are the ones that have a much deeper understanding both their employees and consumers.”    “The theory of the firm, which is usually why companies exist; and they exist to take the friction out of working together. Turns out Zoom does that pretty well.”   “This is challenging the paradigms we have in our heads.”   “Success really comes from a combination of operational and empathic behaviors.”          

Disruptions, uncertainty, and social unrest have raised the bar for leaders, compelling them to adopt more personal styles and practice empathy. Sophie shares how we can learn new leadership styles incorporating empathy to ensure organizations can adapt for current conditions and ongoing changes. The Future of Work is NOW and we need to make long-term adjustments for the next normal—there is no going back to how things were.   [00:50] The current environment has generated a very different dynamic for leaders. [01:19] Leaders are needing to adopt more personal styles and practice empathy. [02:14] The Future of Work is NOW—COVID19 lockdowns have accelerated adoption of new technologies and forced us to experience new work habits. [02:30] We are in the midst of new upheaval with restrictions easing unevenly. [03:08] How are you supporting your community of employees? [03:46] Things are NOT going back to normal. Long-term changes are unavoidable to adjust for where we are now and what’s ahead. [04:44] How much have you been empathizing with customers recently? [05:10] Have you been connecting with your reports experiences? [05:22] What is needed to transition through this uncertainty sustainably—business-wise, execution-wise, and regarding employees’ well-being? [07:06] Everyone has been dealing with very different situations. [07:53] Leaders need to learn new mindsets and approaches to deal with COVID19 uncertainties and social unrest related to racial injustice. [08:56] We can learn and adapt to new leadership models [10:07] Empathy is the ability to put yourself in someone else’s shoes and feel what they are going through. [10:32] Empathetic leaders in the marines are able to achieve success under extraordinary pressure. [11:54] Leaders are the ones to create new cohesive environments and drive meaningful change. [13:11] How does Empathy make a difference? [14:03] The three components of empathy: Cognitive Empathy, Affective Empathy, and Empathetic Action. [16:28] What it takes to become an empathetic leader – intermally-focused and externally-applied. Internally—focusing on mindset, manner, and model. [17:22] The mindset of an empathetic leader is open and inclusive. [19:36] A signature of empathetic leaders is an individualized approach towards team members. [20:38] Being accessible, approachable, and authentic is important for empathetic leaders. [24:16] Are you setting the example for others by modeling behaviors? [25:12] Externally—key areas to focus on applying an empathetic approach include culture and values, talent, teamwork, intergenerational integration. [25:56] It is rarely sustainable to be an empathetic leader without a support environment. [27:43] Your role as a leader is indispensable to highlight and live by cultural values on a daily basis. [28:44] Self-awareness is the best places to start to recognize your own reactions, emotions, and judgments in order to start to understand other people’s. [29:03] How to identify the best work set up for yourself and your direct reports. [30:10] Using empathy to explore sensitive issues. [31:18] It is essential to be alert for mental health issues across your team. [31:52] Empathy IS second nature to us, says Frans De Waal, a Dutch primatologist. [33:00] IMMEDIATE ACTION TIP – Start anywhere, and build incrementally and you will see the results-- share MORE information, include more people, consider more perspectives, invite more inputs, ask more questions, observe more closely and listen more actively.    Resources ‘The Age of Empathy’ by Frans De Waal ‘The Empathy Effect’ by Dr. Helen. Riess   Quotes ‘The current environment has generated a very different dynamic for leaders.’ ‘As a leader, to transition through this uncertainty and change SUSTAINABLY, your responsibilities have expanded and deepened.’ ‘Empathy is the critical characteristic of leadership now.’ ‘As humans, we are empathetic beings.’ ‘Self-awareness is the best place to start.’

Global disruption has created the opportunity for a Great Reset. Gary A. Bolles, Chair for the Future of Work at Singularity University and Co-Founder of eParachute.com, believes we can redesign our business systems to be optimized to help people learn needed and evolving skill sets and develop agency. For individuals, he explains the new rules of work require constant self-inventory, experimenting to match skills, needs, and interests, and the benefits of identifying a personal Northstar.   KEY TAKEAWAYS   [03:18] The Future of Work is an evolution to a digital work economy.   [03:55] The impact of automation is supposed to both increase human’s capacity to create things and solve problems, but it also impacts human work.   [04:33] Automation is channeling human energies to be able to solve problems in completely new ways   [06:14] Disruptive technologies change the way that industries function and then the roles of workers in those industries.   [07:17] The internet evaporates the middle.   [08:19] There's two things that are different now, the pace of change and the spread of change.   [09:22] Every individual needs four skills-- P.A.C.E: to be Problem solvers who are Adaptive, Creative, and with Empathy—to help create agency.   [13:43] The least advantaged are the ones that are the most disadvantaged in terms of- of being remote.   [14:51] We can try to design the things that we want to have happen, but nobody can actually predict really what the next 12, 18 months is going to hold.   [16:02] The more command-and-control, the more highly-structured organizations were the least adaptable.   [16:22] The organizations the pushed decision-making down to the team level have done the best.   [18:48] Organizations that really understand their purpose are going to be the best prepared for tomorrow.    [20:18] The great reset involves a changing landscape of rules and norms.   [20:44] What are the rules across the ecosystem?   [21:16] What is the best way to create value for my customers?   [21:51] The constantly changing landscape means that we all have to have much better sensor network and be continually adaptive.   [23:03] The landscape of the future of work distilled down into four domains: individuals, organizations, communities, and countries.   [25:08] Creating incentives to ensure people remain employed   [26:22] Why we need systems that are optimized to help people find meaningful work.   [26:56] Why we need to help people have P.A.C.E. and agency.   [27:47] It will require massive investments in helping humans gather the new information and learn the basic digital toolkit   [28:45] The largest game of employment musical chairs in the history of the world.   [29:16] What are the roles of government and the private sector in making necessary changes?   [30:17] It's critical is to have the tool set--understand your own unique skills and interests, and experiences—and have your own agency.   [31:15] Schools must think of themselves as lifelong learning platforms.   [32:07] Industries must send stronger signals about what they're hiring for now.   [32:42] If you're not training the workers of tomorrow, we will simply not have the workforce that we need.   [33:40] You can impact the system, if you hire somebody with a non-standard background   [37:55] if there's one major takeaway to have empathy for so many others that are going through this process   [39:06] With the new rules of work, you- you have to do constant self-inventory.   [39:20] Keep on experimenting and trying different techniques--you've got to go find or create that work.   [40:12] Most important for people is to have a Northstar--a directional goal that you are working towards.   [42:49] IMMEDIATE TIP ACTION: The three key characteristics of leadership now are Competence, Compassion, and Courage.   RESOURCES   The future is already here, it’s just not evenly distributed”-- Bruce Sterling   ‘Big Shift: Measuring the Forces of Change’ – John Hagel   The Inside Gig – Edie Goldberg and Kelley-Steven-Waiss   SkyHive   Faethm     QUOTES   “The internet evaporates the middle.”   “We all need to be problem solvers who are adaptive, creative and with empathy.”   "Teams are going to be much more problem centric”   “We don't have a health care system, we have a sick care system…We don't have an employment system. We have an unemployment system.”   “One thing we can predict is that the market asymmetry is going to be biblical.”   “Schools must think of themselves as lifelong learning platforms.”   "If you're not training the workers of tomorrow, we will simply not have the workforce that we need."

When Kimmi Wernli took over as owner and CEO of Crazy Richard’s Peanut Butter Company, she brought a holistic perspective and vision—wanting to enrich people’s lives and diets with sustainable, healthy peanut products. She focused on elevating and articulating their mission, connecting customers and employees with their purpose, and the company became a B-Corp. They also chose vendors and retail partners who shared their values and this alignment has helped the company handle tough and unpredictable operating conditions.   Key Takeaways   [02:55] Why is the company called Crazy Richard's Peanut Butter?   [03:56] Kimmi’s veins run with peanut butter!   [04:35] It was a smooth transition taking the business over from her father.   [06:05] Kimmi brought a more holistic perspective of how peanut butter can help people and enrich their lives.   [08:11] Peanut butter is the number 1 most requested item in food banks worldwide.   [08:55] Crazy Richard’s has always been about giving back.   [09:58]  What is our vision? We need to articulate our mission, what is our ‘why’?   [11:15] Kimmi and her leadership team took 6-9 months to define their mission and core values and rebrand.   [12:54] They shared and aligned their values with their partners—across logistics, manufacturing, and retail—and parted ways when values were not in alignment.   [14:45] Why did Kimmi decide on making her company a B-Corp?   [15:20] Peanuts are a sustainable crop and great for the earth.   [17:53] To provide affordable products that are high quality required some significant operating changes for the business.   [20:46] For their Give-Back Program, they not only donate their product, but employees donate their time as well—which is great bonding time too!   [24:10] Kimmi is also an Ambassador for peanuts and advocates for US peanut farming and agriculture.   [25:37] Peanut butter sales are through the roof, and Kimmi feels a huge responsibility to get products to their customers   [27:09] It’s complicated making sure everyone involved in the process is safe.   [28:00] New technology is helping ensure they can do everything hands-off in logistics processes.   [29:08] New procedures and distancing means manufacturing orders are 10-20% short.   [30:15] Everyone along the supply chain is working together to try and absorb the extra costs.   [32:23] Close coordination with supply chain partners is possible because of their aligned values.   [34:38] Kimmi shares how she interacts with customers and shares some customer stories.   [37:46] Kimmi loves peanuts but is empathetic about tree nut allergies as her husband is very allergic.   [38:56] L-E-A-P study shows new preventative treatment for peanut allergies with early exposure.   [41:55] What is Kimmi’s favorite way to eat peanut butter?   [44:14] IMMEDIATE ACTION TIP – Hone down your company's culture and values!     Resources: Crazyrichards.com Crazy Richard’s on Instagram Kimmi on LinkedIn Start With Why by Simon Sinek   Quotes:   “Peanut butter itself is the number one most requested item in food banks worldwide.”   “How can we get peanut butter into more people’s hands and really help solve the problems of the world one step at the time?”   “One of the great things about our product is it’s so sustainable. Peanuts themselves as a plant is a fantastic crop. It’s fantastic for the earth.”   “The guys in the warehouse, they’re not getting out on the front lines and on social media and seeing where our products are going to help others, but every quarter they get to spend a day at a food bank.”   “People have really overcome a lot of health issues and diseases they’re recovering from and peanut butter is one of the things they can eat.”    

Brian Day is the CEO of Fuze, a global cloud communications provider for enterprises. Fuze’s workforce went mostly remote in 2017. Brian shares his insights as an experienced leader of remote teams focusing on mindset, culture, communication, and tools. He also looks ahead towards a new normal and embraces productive new habits that are benefitting his organization. Key Takeaways [02:32] How has the COVID-19 crisis affected progress towards Future of Work environments?    [03:20] With the right mindset and culture, you can enable your workers to work remotely.   [04:15] How can you cultivate the right mindset and culture?   [05:29] Setting expectations with employees about working from home.   [07:11] Every communication should be video.    [08:10] Using technology to protect employees’ health.   [09:01] What changes has Brian seen with more people are working from home?    [11:35] How are managers managing and communicating with their remote teams effectively?    [13:46] Brian shares how he uses different communication channels with remote employees.    [16:46] The benefit of integrated applications—content sharing and communications history.   [19:09] Recognizing how to set up and be equipped for remote working.   [20:42] Establishing the right rules when working from home, including boundaries and habits.    [22:32] Brian thinks most industries will not go back to Jan/Feb 2020, instead companies will continue to benefit from remote working, with shorter commutes for employees.   [24:54] When working from home, if you have the right tools, you don’t lose productivity.   [25:54] Preparing and hiring for what’s ahead.   [27:25] What is Fuze’s company’s culture like?   [27:49] Fuze believes in ‘Work from Anywhere’—what does that really look like?   [31:24] What recommendations does Brian have for CEOs leading virtual companies now?    [35:47] How can managers nurture internal relationships when working remotely?   [38:52] Brian believes we have to unplug from the past—the world is a different place.   [40:39] The more seamless you can make communication, the better it is.   [42:19] IMMEDIATE ACTION TIP – Use your video!     Resources: Fuze.com Brian on LinkedIn The Ultimate Guide to Remote Working   Quotes:    “The crisis that the world is living through today is essentially accelerated where we were all going in the first place.”   “As long as you have the right mindset and culture, you can enable your workers to work remotely, that’s the Future of Work.”   “For a lot of people, it’s a brave new world right now. I don’t think we’ll ever go back to the world of January or February of 2020.”   “I think the days of dedicated desks and offices, all that, I think those are numbered in most industries at this point.”   “You really need to unplug from the past and think about “That doesn’t matter anymore. The world’s a different place.””  

Heidi Melin is the Chief Marketing Officer at Workfront which provides a work management application platform for the enterprise. She has been a remote leader for years and shares her first-hand experiences and recommendations. Heidi has seen how companies that understand their workflow have been able to pivot quickly and be less impacted by current conditions as well as be prepared to adapt as situations improve.   KEY TAKEAWAYS   [1:00] The COVID-19 virus has taken us out of our working norms.   [3:45] Is remote working easy?!   [4:35] How Heidi views the Future of Work and the accelerating effect of work-from-home restrictions.   [5:35] Heidi has had a front-row seat in seeing which companies pivot successfully to remote work and adjust processes to keep their businesses going.   [7:00] Organizations can distribute work successfully to an entire remote workforce leveraging a combination of tools, including Workfront’s work management software.   [7:20] What kind of behaviors do employees need to adapt to?   [9:50] You CAN establish a strong personal connection with someone you only met via video!   [11:44] Being empathetic about mandated work-from-home situations.   [14:55] Heidi has been working mostly remotely at Workfront, successfully leading and managing her office-based team, for over two years.   [16:20] Heidi shares her remote working best practice tips!   [20:55] How to help people who get distracted when working from home?   [22:42] The importance of flexibility and focusing on outcomes.   [23:54] Why it matters to have visibility into the work being done at any organization.   [26:15] How does Workfront’s work management platform help remote employees?   [27:25] It’s difficult for a leader to make strategic decisions without a holistic view of the work being done.   [28:38] What ability will enable companies to emerge from this crisis most successfully?   [31:20] How can teams get productive work done right now?   [31:38] How do you own your own resilience?   [36:00] It’s critical to understand how work moves through the organization. Then you can adapt the ‘in-person’ aspects of previous work processes quickly.   [38:18] How Signet Health has accelerated the clinic trials for a COVID-19 vaccine.    RESOURCES   Workfront.com   Heidi on LinkedIn   Done Right: How Tomorrow's Top Leaders Get Stuff Done by Alex Shootman   QUOTES   “We’re having to adapt, today, to managing a remote workforce and the companies who have been able to pivot most successfully had a vision for the future of work.”   “We have the tools and infrastructure to do remote work, but it’s the behavior piece that requires some adapting to.”   “As companies look at which work they need to prioritize and which work they do not need to prioritize. That gets hard. If you don’t have a holistic view of the work being done in the organization, how can you make those trade offs?”