Reviving Passion in Corporate America

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There are some people that make their
work just another thing they have to do,

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and there are those that make their
work something that they want to do.

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Welcome to Working on Purpose with your
host Elise Cortes. In our program,

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we provide guidance and inspiration from those
people who have found deeper meaning and

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personal connection to their work life.
It's beyond nine to five. It's working

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on purpose. Now Here is your
host, Elise Cortes. I'm your host,

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Elise Cortes. Joining you live from
Dallas, Texas, which is home

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base for me. This program is
all about helping people more meaningfully and productively

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connect with their work and equipping leaders
to cultivate meaning and purpose in the workplace

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to elicit passion inspired contribution, innovation, and persevering performance. So I seek

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out and bring on guests to a
particular perspective, experience, or expertise that

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I think contributes to or expands this
conversation. And as a management consultant and

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social scientist, I drawn on the
meeting and work and identity research I've been

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doing over the last fifteen years,
as well as from my experience consulting,

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speaking and developing workforces across the globe. I hope you caught the show live

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last week. If you missed it, you can always catch up a recorded

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podcast. We were on the air
with Sean Anderson, who was a motivational

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author, unlimited thinker, and lifetime
entrepreneur with a history of inspiring others.

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Is a six time author with the
latest book called Amicus one oh one,

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a story about the pursuit of purpose
and overcoming life's chaos. Is also the

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human spark plug behind the Extra Mile
day a day, recognizing the power we

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have to create positive change when we
go the extra mile. We each talked

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about our own past to discovering our
purpose and got real about the journey we've

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each been on. We hope that
in sharing our own stories that we gave

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access to listeners to discover their own
purpose and journey forward. It was a

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really fun conversation with us. This
week is doctor Lansecretown, who is a

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pioneering philosopher and corporate advisor who's best
selling books, inspirational Talks and life changing

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retreats have touched the hearts and minds
of hundreds of thousands of people worldwide.

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Author of twenty two books about leadership, inspiration, corporate culture, and entrepreneurship,

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as well as an award winning book
a nomir called a love Story.

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His latest book is The Bellweather Effect. We'll be talking about his own experiences

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accumulated over his lifetime that I've taken
him to his conclusions today about the workplace,

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some of the incredibly broken practices that
are destroying the corporate world of work,

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and glimpse a way forward to a
much more inspiring life in the corporate

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world. He joined you today from
Canada, Doctor Secreton. Welcome to working

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on Purpose. Good to be with
you. Oh, it's wonderful. I've

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been telling people about you coming onto
my show. In fact, I'm here

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in the offices of a Lumina Leadership
where Rebecca Bales is here and she's worked

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with leaders across the globe, and
she said, ah, you having Doctor

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Secretan on your show tonight in my
office. I said, yeah, how

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exciting is that? So you're famous. Thank you for being with us.

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Great to be here, Thank you
for inviting me. Absolutely well, I

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want to dive right in. So
in our first conversation you said something pretty

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profound. You cite that we spend
one hundred and seventy billion dollars on leadership,

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yet the way we lead is completely
broken, and then if we don't

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get this turned around, no one's
going to want to work in corporate America.

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Would you say a bit more about
what's behind all that, what's going

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on? Well, I think what's
happened is that we have grown our awareness

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of leadership in the modern organization based
on an old model that came out of

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the military and is very dated now
and doesn't even fit the kind of infrastructure

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approach that we're now using in work. The thing to remember is that work

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is a new word. It's only
four hundred years old. We didn't even

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have the word in the language before
the sixteen hundreds. We didn't go anywhere

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to work, so work is a
brand new idea. We now go somewhere

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to work, but that's ending too, So now we're going back to people

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who are in the gig economy working
in their homes, and that's what we

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used to do four hundred years go. So we need a kind of approach

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today that is inspiring for people.
I completely agree, which is what I'm

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up to as well. Now.
I want to situate a bit if I

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can at least approximate your background,
doctor Secraton. You have run huge enterprises

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as a CEO, and you went
on to teach leadership at the university level

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for several years. You've written twenty
two books on leadership, and you now

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consult with large organizations on their business
issues. And so I can't imagine what

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it must be like for you to
live with all of that experience and understanding

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and expertise and yet be so cognizant
of the enormous problems we still face in

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the corporate world. How do you
channel what must be tremendous frustration. Well,

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you know that I think the numbers
are typically eighty twenty. Let me

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just confirm that with you. When
I ask audiences when I make a speech,

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what proportion of the population you think
would give up their careers and jobs

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if they had a free choice.
And I asked, do you think it'd

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be fifty percent? And someone will
immediately say no, it's sixty percent.

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Someone else will say no, it's
seventy percent. Someone else will say eighty

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And that's where we always end up. So here we are eighty percent of

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the world does not want to go
to work. That's what we've created.

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We need to change that and that's
I think the history that we've inherited.

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And yes, there are twenty percent
of companies where people are happy and are

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inspired, and very often those are
the people that call me and they're not

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broken. They just want to get
better. That's why they're good already,

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because they're always trying to get better. I understand that mindset and appreciate that.

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The interesting to see just who is
reaching out to you. And along

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those lines, I'm very curious about
the work that you do at the Secreton

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Center. Will you share a little
bit about some of your offerings and what

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you've been doing and how long you've
been working at that there. Well,

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we've been at it about thirty plus
years, thirty five years or so,

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and our clients tend to be large
organizations, mostly Starbucks, Microsoft, Humanna,

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Kaiser, Permanente. Those are the
sorts of names that we work with

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every day. And clients are already
all those ones I've mentioned. They're running

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very, very successful businesses and we're
helping, I hope, to make them

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even more successful. So one of
the things we do is implement the ideas

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that are in the Bellweather effect.
So, for example, we take away

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mission statements and vision and value statements
and all clunky stuff like that and replace

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it with a dream, so that
a company that has a dream is an

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organization that's fired up. So,
for example, starbucks dream is to create

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a third place. And if anybody
goes to Starbucks, you'll understand there are

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people writing their resumes, making dates, having performance interviews, also job interviews

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and so on. So it is
the third place. And that's what Starbucks

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dream was all about. You know, I recently read that in one of

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the many books that I've been sticking
my nose into, and I find that

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story really remarkable, the fact that
if it was Howard Schultz's idea, that

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he could actually go to Italy and
see and look and watch the way that

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they interact in the coffee shops,
and his perspective was, Wow, this

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is a community here. Let's take
that back and create that in the United

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States. Is that the way that
it happened. Yeah, that's the way

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it happened, because there is no
third place in the US. You know,

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in France you have the home,
work and the bistro. In Italy,

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homework and the cafe. In England, homework and the pub. In

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America, homework and what. There
is no third place. So that's what

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it is. It isn't and this
is the important thing. It isn't to

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be the best coffee shop in America, which would be a mission statement,

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or to provide the best customer service
in coffee shop retail. That would be

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an old, clunky mission statement.
It's a different idea. Is to create

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the third place. That's an awesome
idea. And it's the kind of thing,

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that sort of dream that powers passion
and creates inspiration. People get up

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to work because they're inspired. I
completely understand that maybe you're a good person.

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And then to clarify this point that
I also read about Howard Schultz.

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So this idea that if you're pointed
toward a dream, then it becomes pretty

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easy to stay true to decisions that
will only support that dream. And I

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read that Howard Schultz at one point
discovered that a good number the baristas no

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longer knew how to make a really, really stellar cup of coffee, so

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he shut every single store across the
world down one day for training. Is

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that true? Yes, it is. And there was another incident where he

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came across someone who was racially insensitive, so he shot all the stores down

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again and did sensitivity training for all
of his employees. And another story he

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at one time during the recession,
one of the directors said, you know,

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one of the ways we could save
a lot of money and get this

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turned around a little bit would be
to remove all the healthcare benefits for the

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part time workers. And how Schul
said, you know, if that's what

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you think, you shouldn't be a
director of this company. And so it

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was a very firm commitment to being
inspiring, committed to people, committed to

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the planet, and doing good work. M hm, Yes, And just

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I think when you talk about having
a dream and really just aligning all the

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actions to that, it just becomes
very simple to make very easy decisions that

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support that. And I'm pleased that
you, as the pershon that work,

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could actually affirm those things that I
had read along the lines about Starbucks and

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Howard Schultz. The next thing I
guess I would want to ask you,

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then, is if these few people, these few already well performing companies are

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the ones that are calling you,
how do we get the other companies that

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are out there that maybe aren't performing
as well to reach out for help.

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Well, I hope that they watch
the wonderful things that are happening to these

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companies. If I give you a
another example, I've been working with Humana

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for ten years, and in two
thousand and eight, we created a dream

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for them. At that time,
they were a fifteen billion dollar corporation.

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Today there are a sixty billion dollar
corporation. At that time, their stock

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was about fifteen dollars and today it's
three hundred and thirty dollars. So they

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will tell you that one of the
biggest strengths in their whole strategy has been

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their dream. Their dream that we
created for them has helped them to achieve

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magical things. Yes, I read
a little something about that on your website.

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It's remarkable, remarkable. I would
like to hear a little bit about

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some of the retreats that you do, if you don't mind, I'm very

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intrigued with your It seems that you've
got a very specific approach to retreats.

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What makes them so special? Well, I do a lot of them,

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different kinds. I do a coach
certification. We teach coaches and sort of

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them to coach using our work.
We also teach teachers, consultants, and

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executives. A live in retreat.
We run it for three days in my

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home, either in Canada or in
Colorado, and we also in Colorado,

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I teach what we call a leadership
summit. We teach leaders how to ski

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double black diamond ski runs in one
day, and the idea is to show

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them how we can make a breakthrough. So it's a metaphor. So once

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we do that, the leaders are
so inspired. We get down to the

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bottom of the mountain and we sit
down and we talk about why don't we

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do this? Everywhere? We all
plateau, we all stop learning. We

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are victims of a bell curve as
parents, as leaders, as children,

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as friends, as citizens. So
it doesn't matter where we are in our

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worlds. There are ways in which
we can make breakthroughs and therefore achieve remarkable

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outcomes in our every aspect of our
lives. Well, I have never been

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anybody who wanted to ski down a
mountaintop, So maybe I should come to

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one of your sessions too. Well, one last question before we go on

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our first break if we can,
I clearly you are a man who has

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established himself as a subject matter expert, the authority on leadership. And then

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there's this whole other piece of view, doctor Secraton, That is just,

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if I may say, larger than
life. You just have all of these

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amazing interests. You've had an amazing
love in your life, you have terrific

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adventures. It's an incredible full gamut
of really an exhibit of the human potential,

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it seems to me. So if
you would, if you don't mind,

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you share with me a little bit. When we spoke first by phone.

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You have a memoir called a Love
Story that I believe you wrote about

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your wife. Would you share something
about that and why it's important to you

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and how it came to be.
Yes. Well, my wife's name was

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Trishia. We had the most amazing
relationship, truly a romance made in heaven.

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We never had a fight in all
those years thirty years. And she

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passed away four years ago. And
at the time, during those years,

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I had written poetry for her,
just for her own eyes. Not that

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I fancy myself as a poet or
anything like that, but I decided if

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she passed away that I would write
a book to share the story with others,

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because I know so few people that
had an experience like mine. Fifty

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five percent of first marriages fail sixty
five percent of second marriages fail and seventy

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five percent of third marriages fail.
So not only do we not get it

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right the first time, but it
gets worse. And that's just a sad

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story about what goes on in romantic
relationships. So the book really talks about

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the wonderful journey we had. It's
a beautiful book physically. It's won all

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kinds of awards and remarkable to me. It's actually won awards for poetry,

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which I never imagined what happened,
and it's done quite nicely. So I've

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been very proud of that book.
It's obviously not a New York Times bestseller,

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and it won't find a large market
because it's a very specialized book.

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But a lot of people have bought
it and couples, for example, read

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it to each other one chapter at
a time before they go to bed,

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and I've loved hearing that story.
I think it's a very cool idea.

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I wanted to talk about it on
this program because I do, like you

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very much pursue passionate purpose and inspiration
in my life, and I want to

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help our listeners find that as well. And I just thought that was a

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wonderful thing to surface. So thank
you for sharing and that is a great

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way for us to take us into
the first break. I'm your host,

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Alis Cortez. We've run the year
with doctor Lancecatan, who was a pioneering

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philosopher and corporate advisor who's best selling
books, Inspirational Talks and life changing Treats

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have touched the hearts and lines of
hundreds of thousands of people worldwide. He's

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the author of twenty two books about
leadership, inspiration, and corporate culture and

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entrepreneurship, as well as an award
winning memoir, A Love Story. His

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latest book is The Bellweather Effect.
He joins you today from Canada. We've

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been talking a bit about his long
tenure of work and how he is accumulated

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as knowledge. After the break,
we're going to get into that Bellweather Effect

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and talk about its contents. Stay
with us. We'll be right back.

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Lalis Cortes is a speaker and engagement
and development catalyst. She designs and delivers

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professional development, leadership and engagement workshops
and can bring her expertise to your organization.

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She will help ignite meaningful development within
your workforce that will increase employee engagement

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performance and retention. To learn more
or to invite Elise to speak to your

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organization, please visit her at www
dot Elisecortes dot com. She would welcome

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the opportunity to help get your employees
working on purpose. This is working on

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Purpose with Elise Cortes. To reach
our program today, send an email to

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a lease Alise at Aliscortes dot com. Now back to working on purpose.

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If you're just joining us, My
guest is doctor Lancecreton, the author of

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twenty two books about leadership, inspiration, corporate culture, and entrepreneurship. His

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latest book is The Bellweather Effect.
Individuals, entire organizations, cities, and

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states have experienced remarkable transformations through his
unique mentoring, coaching, wisdom, and

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approach. He has helped six companies
to be named to Fortune's Best Companies to

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Work for an America list, and
eight others are also his clients, and

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thirty Secraton Center of clients are on
the Fortune's Most Admired Companies List. Speakers

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in America ranks him among top five
leadership speakers, and his firm, The

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Secreton Center, Incorporated, is ranked
number one in the world as an international

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leadership consulting firm. By leadership excellence. I'm your host at Last Cortes,

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doctor Secreton. Quite just an amazing
life that you have created for yourself.

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It's just really wonderful to get to
have your expertise and share. So from

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here, if we can get into
that latest book of yours, The Bellweather

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Effect. It's really compelling that you've
outlined eight specific examples of counterproductive business practices,

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and I want to talk about a
few of them a bit in depth

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than if there's any examples that you
can produce for us to really bring them

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to life. So let's start,
if we can with what I like to

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call the dredded performance review. WHI
is this so counterproductive? Well? I

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wrote this book because all my work
has been really about inspiration. So I'm

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actually not a fan of leadership because, as we said earlier, we've been

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spending a lot of money on it
and it isn't working, and I don't

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think we can ever describe it or
teach it or get it into people.

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So what is it we're really looking
for. We're looking for inspiration. So

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I've been writing books about how to
inspire and how to become inspired, how

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to inspire other people, how to
build inspiring cultures and so on. But

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what I discovered was we're actually doing
some things that are very uninspiring. And

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when you're trying to inspire an organization
while you're already doing uninspiring things, it's

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kind of fruitless. So I wanted
to take a look at these practices,

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and performance reviews are right up there
in the top of the list as one

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of the most despised and judgmental and
critical and horrible things that goes on in

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business today. This whole approach of
trying to sit down with someone every six

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months or every year and evaluate them
is really pathetic. I mean, in

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an era when we expect and are
agitated if we don't get an answer to

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a text message in six seconds,
waiting six months for feedback is ridiculous.

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Now, the other thing is that
I have this little test I use,

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would you do this with your spouse? So let's take performance appraisal. Hi,

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honey, We're going to sit down
and have a little conversation today about

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your key performance indicators and your budget
and where you think things are going over

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the next year. We're going to
set some goals. Maybe we'll do some

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three sixty reviews with others to see
how they are working with you, and

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so on. You wouldn't get one
word out of your mouth. You'd be

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out of the door. Well why, because it's demeaning, it's demoralizing,

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it's negative, it's critical, it's
judgmental, it's an upfront. Well,

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if it doesn't work at home,
why would you do it at work?

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And what we should be doing.
We did some research some years ago,

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and this is the alternative. We
ask people what you don't like about leaders?

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And they said, we don't like
cowards, we don't like phony people.

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We don't like people who are selfish, we don't like people who tell

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lies, we don't like people who
rule with fear, and we don't like

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idiots. And we said, well, and you know, why don't we

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just do the opposite. That seems
like a simple solution. And the opposite

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is courage, authenticity, service,
truthfulness, love, and effectiveness. That

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spells an acronym castle because we love
people who are courageous, We love people

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who are authentic, we love people
who serve others, we love people who

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tell the truth, we love people
who are loving, and we love people

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who are effective. Therefore, if
we want to inspire other people, and

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we want to check in with them
on a daily basis to see how they're

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doing. This is the way to
do it. We do it with courage.

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We do it by being authentic.
We do it by serving others,

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by telling the truth, being loving
and effective. I think that's gorgeous and

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something we can all add into our
repertoire, I think quite nicely. And

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I like the idea of trying it
on our significant other as well to see

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how that would actually fly. And
then let's talk about this if we can.

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Related to the performance review. One
of the other I think nasty components

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that comes with it that makes it
terrible is that you might get a pretty

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decent performance review, but then there's
this thing called forced ranking. Yeah right,

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so can you speak to that and
how that tends to devastate the situation?

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Has Stack ranking or force ranking was
something started by GE principally Jack Welch

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when he was running a GE and
it was morphed into multiple other organizations,

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including Microsoft when Steve Bellmer was the
CEO. And basically it's just simply removing

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the bottoms ten percent in terms of
performance of a department on a regular basis.

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So it's culling the weakest performance.
So in Microsoft it was known as

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rank and yank, and you know, it was derided as a brutal kind

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of activity. And how can you
be inspired in an environment like that?

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This is just misguided thinking when it
comes to leadership. So a better idea

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is to never do that. I
mean, you wouldn't do that, would

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you with your family? Like supposing
you had five kids, you'd take the

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last one and from away. It
was just ridiculous. So you work with

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people and inspire them to hire performance. Yes, here here completely agree with

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that. And I want to go
through a few more of those and then

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talk a little bit about we'll talk
about the way forward here, but I

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really want to surface a few of
the things that you talk about. And

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one of the asure that really caught
my attention is the idea of separateness and

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silos, And of course I run
into that quite a bit in the work

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that I've done with organizations around organizational
culture assessments and trying to design something better.

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Can you tell us more why is
this not working for us? Well,

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it's completely unnatural, isn't it.
I Mean, if you think about

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entrepreneurial organizations, they don't have departments. They have five guys in the garage.

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They pull all their earnings and their
effort. They work round the clock.

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They are completely in love with what
they're doing. They're passionate and inspired,

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and they don't get things like leadership
competency lists that they have to work

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with every day, or performance appraisal
or engagement surveys, and they don't have

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departments. It's one and whoever is
on the team committed to the team.

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It's kind of like in the rock
and all business. In the singing business

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and music, you'll see the same
thing with bands who work together to make

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one beautiful sound. And that's essentially
what we're trying to do in organizations.

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Is totally unnatural. Nothing in this
world is separate. We can pretend it's

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separate, but it's not. And
if I do something in my little patch

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of the world is going to affect
other people, there's no way I can

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separate that. So to distinguish inside
an organization between sales and marketing and accounting

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and finance and all the rest of
it is archaic. And to have layers

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and job titles and salary levels and
all those other things that separate us is

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very, very unhelpful, and then
making it worse if we start separating by

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gender or by race, or by
ethnic background, or income or education or

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any titles. I mean, all
of this is excluding to other people.

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They feel left out. That's uninspiring. We're inspired when we feel well.

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I think we could probably have a
whole radio show conversation about how to really

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pull that off with an organization.
But let's just hold that thought for just

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a second because I want to talk
more about the way forward a little bit

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later. But one of the other
things that also caught my attention in your

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list of the things that are counterproductive
is motivation. What's wrong with the way

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we go about motivation today. Well, motivation is a fear based system.

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We want to manipulate the behavior of
other people, like, for instance,

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a salesperson by giving them a bribe, which would be a bonus or a

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profit sharing or a trip to Hawaii
or whatever it might be, if they

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hit their quota bes sales target.
This is about me, not about you

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the salesperson. This is about me, because if you hit your target and

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everybody else does in the sales department, then I get to be okay.

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I make my targets and I get
to go to Hawaii. So this is

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a fear based system where if you
don't achieve things, then you get into

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trouble because you have made your low
man on the totem or women on the

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00:25:03.039 --> 00:25:04.640
totem, and people are going to
criticize you and so on. So it's

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a fear based approach. And inspiration, on the other hand, is an

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entirely different idea, and we have
not even realized there's a difference. We

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talk about being motivated and inspired like
that one word, but motivation. The

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fear based system is what we use
everywhere. It's the bedrock of leadership theory.

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It's what we teach in universities when
we teach leadership. It's the bedrock

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of human resource policy, because all
compensation plans, for example, are geared

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to incenting and incentivizing people to achieve
something performance of some kind, and they're

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awarded accordingly. And it's also the
cornerstone of every other part of our lives.

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In marketing, by this product,
or you'll be ugly. In religion,

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join this religionally, you'll go to
hell. In parenting, do what

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I say, I'll punish you.
In business, do what I say,

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I'll fire you in academia, passes
exam, or our failure in healthcare.

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Follow this protocol or you'll get sick. So everywhere we've learned to understand this.

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In the elections that are going on
now and at other times during the

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year, we see fear as the
main driver of all the communications and the

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advertisements, even to the point where
they're not even true a lot of the

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time. So fear has become the
core of what's going on for most leadership

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ideas. Now, inspiration is something
that you don't do to someone. Inspiration

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comes from within. Leaders who are
great at what they do create an environment

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that's inspiring for other people. And
in summary, what I would say is

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that motivation is lighting a fire under
someone and inspiration is lighting a fire within

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someone. There's an entire difference because
inspiration is about other people, it's serving

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them, it's a gift to them, it's an act of love and service.

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Motivation is about me. It's something
I want and need. So there's

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a very, very one hundred and
eighty degree difference. Now we're very good

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at motivating, we now need to
learn how to inspire. I'm sure you've

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been told us a million times.
But that is probably the crispest delineation I've

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ever heard between motivation and inspiration.
Doctor Secreton, thank you. That was

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enthralling is one word that comes to
mind, and I agree with everything that

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you said as well. So within
organizations, why are we continuing down this

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path? Why are we still buying
this and drinking this kool aid? Well,

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that's absolutely what we're doing. We're
drinking the kool aid. We look

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at Bellweather companies. In the old
days, those companies would have been IBM,

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General Electric, Honeywell, rubber Maid, companies like that. Today those

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Bellweather companies are Facebook, Google,
Twitter and so forth, Netflix, and

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we look at what they're doing.
They are very good at publishing articles in

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Harvard Business Review, in Stanford Journal
and so on, and we copy that.

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Now we don't ask a lot of
questions. We just say, hey,

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six sigma's a good idea. They're
doing it over ge or total quality

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Management, doing that at Toyota in
Japan, or any other of these wonderful

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things. Re engineering. I mean, we've had a lot of these ideas

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and they essentially, even the ones
I've just mentioned, have been ruinous for

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a lot of companies. Some companies
that have been struggling to get on the

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ball Ridge Award have actually gone bankrupt
because of all our efforts to do that.

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It's just simply a wrong focus.
So what we're actually stuck with now

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is copying the behavior of other companies
and then trying to bring it into our

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own organizations fruitlessly. We need to
think freshly, and some of the ideas

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in the book describe the alternative approaches
of how we could create inspiring environments.

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Well, I'm in for that,
and let's go ahead and take our last

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break here so we can develope the
last part of the show to all of

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the way forward. I'm your host, Alis Cortez. We've been on the

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air with doctor Lance Secreton, who
is a pioneering philosopher and corporate advisor who's

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best selling books, inspirational Talks and
life changing Retreats have touched the hearts and

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minds of hundreds of thousands of people
worldwide. He's the author of twenty two

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00:29:02.559 --> 00:29:06.519
books about leadership, inspiration, corporate
culture, and entrepreneurship, as well as

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an award winning memoir, A Love
Story. His latest book is The Bellweather

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Effect. He joined it today outside
of Toronto, Canada. After the break,

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we're going to get into some of
his ideas that may actually fix things

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00:29:17.759 --> 00:29:30.400
for us. Stay with us,
we'll be right back. Alis Cortes is

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00:29:30.440 --> 00:29:34.680
a speaker and engagement and development catalyst. She designs and delivers professional development,

402
00:29:34.880 --> 00:29:40.960
leadership and engagement workshops and can bring
her expertise to your organization. She will

403
00:29:40.960 --> 00:29:45.480
help ignite meaningful development within your workforce
that will increase employee engagement, performance and

404
00:29:45.680 --> 00:29:49.640
retention. To learn more or to
invite Elise to speak to your organization,

405
00:29:49.799 --> 00:29:56.680
please visit her at www dot Elisecortes
dot com. She would welcome the opportunity

406
00:29:56.720 --> 00:30:07.720
to help get your employees working on
purpose. This is working on purpose with

407
00:30:07.759 --> 00:30:11.359
Elise Cortes. To reach our program
today, send an email to a lease

408
00:30:11.720 --> 00:30:21.240
Alise at eliscortes dot com. Now
back to working on purpose if you're just

409
00:30:21.279 --> 00:30:23.759
tuning in. My guest is doctor
Lancecraton, the author of twenty two books

410
00:30:23.799 --> 00:30:29.039
about leadership, inspiration, corporate culture, and entrepreneurship. His latest book is

411
00:30:29.119 --> 00:30:33.519
The Bellweather Effect. Individuals, entire
organizations, cities, and states have experienced

412
00:30:33.559 --> 00:30:37.960
remarkable transformations through his unique mentoring,
coaching, wisdom and approach. He has

413
00:30:37.960 --> 00:30:41.359
helped six companies to be named to
Fortune's Best Companies to Work for an America

414
00:30:41.400 --> 00:30:45.559
list, and eight others are also
his clients, and thirty Secreton Center clients

415
00:30:45.559 --> 00:30:49.240
are on the Fortune's Most Admired Companies
List. Speakers in America ranks him among

416
00:30:49.279 --> 00:30:52.880
the top five leadership speakers, and
his firm, the Secreton Center, is

417
00:30:52.960 --> 00:30:57.440
ranked number one in the world as
an international leadership consulting firm by Leadership Excellence.

418
00:30:57.680 --> 00:31:02.480
I'm your host, Elise Cortes.
So for this last segment here,

419
00:31:02.519 --> 00:31:06.480
doctor Secratana, we want to really
talk about We painted the picture of doom

420
00:31:06.519 --> 00:31:10.200
and gloom. I think fairly well, let's talk about an inspiring future.

421
00:31:10.960 --> 00:31:12.759
One of the things that you and
I talked about when we spoke on the

422
00:31:12.759 --> 00:31:15.880
phone is that you said that if
we don't fix these problems in the workplace,

423
00:31:15.920 --> 00:31:19.079
no one's going to want to come
to work for the corporate world and

424
00:31:19.119 --> 00:31:23.839
we'll have a revolution on our hands. What would that look like. Well,

425
00:31:23.880 --> 00:31:29.119
that's already happening, and we are
finding, for example, that the

426
00:31:29.160 --> 00:31:34.279
millennials are not interested in graduating from
wherever they're studying and entering corporate America.

427
00:31:34.319 --> 00:31:37.599
So there's a real shortage. They
want to start up new companies and they

428
00:31:37.599 --> 00:31:41.680
want to get into entrepreneurial opportunities.
And then at the other end of the

429
00:31:41.680 --> 00:31:45.400
pipeline, the boomers who are coming
to the end of their career. They're

430
00:31:45.480 --> 00:31:48.839
leaving early because they've burned out and
stressed, and so they don't want to

431
00:31:48.839 --> 00:31:52.680
be part of that anymore. So
we've got the pipeline emptying at both ends

432
00:31:52.759 --> 00:31:56.759
and we're left with the middle,
which is not always the best part of

433
00:31:56.799 --> 00:32:00.480
it because that can lead to mediocrity. So if we end up with insufficient

434
00:32:00.599 --> 00:32:06.400
intake. And by the way,
this is especially concerning for women, because

435
00:32:07.039 --> 00:32:09.799
we need more women to enter the
workforce and more women to accelerate up the

436
00:32:09.920 --> 00:32:16.559
ranks of corporate America and become CEOs
and leaders across the whole of the corporate

437
00:32:16.599 --> 00:32:21.200
world. And that will not happen
if we're not getting people to come into

438
00:32:21.200 --> 00:32:27.200
the workforce of either gender. So
these things take time, and if we

439
00:32:27.279 --> 00:32:30.799
don't get this right. If bearing
in mind the corporate world is a key

440
00:32:30.880 --> 00:32:36.559
part of our society, everything depends
really on how that works. We are

441
00:32:36.599 --> 00:32:39.400
a capitalist nation, so we need
to make sure that works, and it

442
00:32:39.400 --> 00:32:43.720
works better than it is now,
and if we don't, people will find

443
00:32:43.720 --> 00:32:45.640
an alternative. And I'm not sure
what that looks like. I don't know

444
00:32:45.680 --> 00:32:47.839
what that would look like, but
I don't think it will be pretty.

445
00:32:49.319 --> 00:32:52.079
And I think that we should not
wait for that to happen. It's kind

446
00:32:52.119 --> 00:32:55.359
of like climate change. We need
to get on it. Well, you

447
00:32:55.400 --> 00:33:00.519
certainly piqued my interest in your perspective
about needing more women in the world and

448
00:33:00.599 --> 00:33:04.039
in leadership. I have a perspective
on that. Why do you believe women

449
00:33:04.079 --> 00:33:07.960
are so important in the workplace and
in leadership. Well, one of the

450
00:33:07.000 --> 00:33:10.240
things I've written about in The Bellweather
Effect, one of the eight things that

451
00:33:10.279 --> 00:33:15.359
we do that's really uninspiring is the
use of warrior language. We talk about

452
00:33:15.359 --> 00:33:19.240
being blown away, being blown up
and blowing the doors off things, and

453
00:33:19.319 --> 00:33:22.599
killing the competition and destroying the enemy
and having a battle plan and being a

454
00:33:22.680 --> 00:33:25.599
road warrior and so on. I
mean, it gets really, really tiresome.

455
00:33:27.200 --> 00:33:31.720
This is male speak. So for
one thing, one wonderful benefit that

456
00:33:31.759 --> 00:33:39.000
women would bring is the intuition,
the feminine energy, and the absence of

457
00:33:39.039 --> 00:33:43.839
this kind of languaging. We make
people sick when we speak this way.

458
00:33:43.960 --> 00:33:46.079
We don't realize that. But we've
done all kinds of research, and it's

459
00:33:46.400 --> 00:33:50.400
noted in this book. There are
seventy footnotes about this sort of stuff in

460
00:33:50.440 --> 00:33:53.720
the book. And it is clear
that when I say to you and I

461
00:33:53.759 --> 00:33:57.559
could, because I have no hair, I would kill for your hair,

462
00:33:58.400 --> 00:34:02.359
or I have this is chocolate cake
to die for, I mean the best

463
00:34:02.440 --> 00:34:07.680
of intention, but actually it's totally
negative and we're hurting each other when we

464
00:34:07.720 --> 00:34:12.199
do that. So it's very important
that women bring that balance into the workforce,

465
00:34:12.239 --> 00:34:15.119
because I think would generate something quite
different in the way of culture than

466
00:34:15.159 --> 00:34:20.079
what we've been experiencing. Mm hmm. Again, I cannot argue with any

467
00:34:20.079 --> 00:34:24.440
of that and completely agree. Okay, well that's what's fair. I beg

468
00:34:24.480 --> 00:34:29.719
your pardon. It's also fair.
It's quite fair, yes, yes,

469
00:34:29.840 --> 00:34:34.000
and right, as we both say, organizations would win, the teams would

470
00:34:34.000 --> 00:34:38.440
win, families would win, all
kinds of people would win. Absolutely well.

471
00:34:38.480 --> 00:34:40.360
One of the other things that you
said, and when we've spoke on

472
00:34:40.400 --> 00:34:45.800
the phone, that I thought was
fairly compelling and it's fresh, is you

473
00:34:45.880 --> 00:34:50.039
said, going forward, we need
to teach organizations not to add or change

474
00:34:50.079 --> 00:34:52.599
things, but to rather stop doing
things. What do you mean by that

475
00:34:53.320 --> 00:34:58.440
well, as the bell Weather effect
describes, there are eight things we do

476
00:34:58.639 --> 00:35:06.760
now that are really unproductive and depressing
and demoralizing. So rather than add new

477
00:35:06.800 --> 00:35:09.760
things, you know, new techniques, new fads, new theories, new

478
00:35:09.840 --> 00:35:15.920
concepts, new shiny objects that we
find, and like re engineering and TQM

479
00:35:15.960 --> 00:35:19.920
and so on, six sigma and
the rest of it, how about taking

480
00:35:19.960 --> 00:35:22.800
some of the things that we're doing
that are really uninspiring, like separateness we

481
00:35:22.880 --> 00:35:28.880
talked about, like fear. Take
fear away from the workplace, like motivation

482
00:35:29.000 --> 00:35:35.719
instead of inspiration, like engagement surveys, performance reviews, salary levels and warrior

483
00:35:35.840 --> 00:35:38.239
language. These are all things that
are very unhelpful. Take them away,

484
00:35:38.599 --> 00:35:43.599
and we now clear the runway so
that we can now build inspiring cultures.

485
00:35:45.400 --> 00:35:49.400
So how would we I'm just I'm
terribly curious here, you know, we

486
00:35:49.440 --> 00:35:54.400
get rid of these awful performance reviews. What would it look like instead in

487
00:35:54.400 --> 00:36:00.000
that space or some similar sort of
space, exactly the same as it would

488
00:36:00.039 --> 00:36:06.360
look like at home. So I
would go to whoever I'm living with,

489
00:36:06.440 --> 00:36:09.719
and I would say, how are
things going today? Do you need any

490
00:36:09.760 --> 00:36:14.559
help? I'm your partner? What
can I do? That would be supportive.

491
00:36:15.000 --> 00:36:16.599
I mean, there are lots of
ways to ask questions. You shouldn't

492
00:36:16.639 --> 00:36:20.920
wait six months to find out what's
going on, right, That doesn't make

493
00:36:20.920 --> 00:36:23.960
any sense at all. You should
be in touch with everybody every single day,

494
00:36:24.519 --> 00:36:29.599
and actually maybe several times a day. That's the job of the leader,

495
00:36:30.119 --> 00:36:36.159
and therefore it's universal. The things
I'm describing in this book basically apply

496
00:36:36.239 --> 00:36:39.320
to everything in our lives. We
want to be in touch with each other

497
00:36:39.519 --> 00:36:45.360
on a routine, regular basis.
Now, to make it even more imperative,

498
00:36:45.920 --> 00:36:49.039
if everybody's going to work from home, or more and more people are

499
00:36:49.039 --> 00:36:52.400
going to work from home, it's
even more important the leaders keep in touch

500
00:36:52.440 --> 00:36:54.480
with them because they don't even see
them, so they want to be talking

501
00:36:54.639 --> 00:36:59.639
as you and I are now,
for example, using Skype or some other

502
00:36:59.679 --> 00:37:02.800
digital technology that helps us keep in
touch with each other. And by the

503
00:37:02.840 --> 00:37:06.920
way, there are lots of apps
for this now too. Amazon has an

504
00:37:06.920 --> 00:37:09.039
app, Ibm as an app,
Price Waterhouse has an app. There are

505
00:37:09.079 --> 00:37:14.320
lots of companies that have apps that
enable them to check in with each other

506
00:37:14.440 --> 00:37:16.199
to find out what's up. And
then somebody can say, well, actually

507
00:37:16.480 --> 00:37:20.679
I'm having a crappy day today,
Oh really, well, I'm your leader

508
00:37:20.679 --> 00:37:25.000
and your coach. How can I
help you? That sounds far more compelling

509
00:37:25.039 --> 00:37:29.159
than waiting for six months for some
feedback, for sure. And it's not

510
00:37:29.320 --> 00:37:32.119
judgmental or critical. It's not meant
to rank you in any way. It's

511
00:37:32.119 --> 00:37:36.800
not going to go in your personnel
file. It's not going to be something

512
00:37:36.840 --> 00:37:43.920
that you feel burdened by or offended
with. M It's so hard to imagine

513
00:37:43.920 --> 00:37:45.599
what that would look like. I
must confess, given how long I know

514
00:37:45.760 --> 00:37:51.599
I've been exposed to performance reviews.
So this is all very encouraging speak for

515
00:37:51.639 --> 00:37:55.519
me. And I know that you
have dedicated your whole life to helping people

516
00:37:55.639 --> 00:37:59.559
organizations get this right. So I'm
counting on you, doctor Secreton, that

517
00:37:59.559 --> 00:38:04.360
we're going to We're going to turn
this ship around right for you too.

518
00:38:04.760 --> 00:38:07.079
Okay, we're in this together.
We need we need the hold hands here.

519
00:38:07.360 --> 00:38:09.840
Okay, you got it. You
got it all the way down the

520
00:38:09.880 --> 00:38:16.159
ski slope as I screamed my head
off. One of the other things that

521
00:38:16.199 --> 00:38:20.320
you said in our short call that
I thought was quite quite intriguing, and

522
00:38:20.320 --> 00:38:22.960
I'm sure you probably addressed this in
your book, but if you could give

523
00:38:22.039 --> 00:38:27.960
us a snippet You mentioned the interdependence
of church, government and business. How

524
00:38:28.000 --> 00:38:30.000
could they work better to get us
moving in the direction of well being and

525
00:38:30.039 --> 00:38:34.920
flourishing in work. Well, that
is really a tricky subject, isn't it?

526
00:38:34.960 --> 00:38:39.800
My goodness that a big one.
Let's tackle church first. Church is

527
00:38:40.760 --> 00:38:45.159
and I pretty well include everything here, whether we're talking Islam or Catholicism,

528
00:38:45.360 --> 00:38:52.079
or Christianity of any stripe, or
Buddhism. Even most of these places have

529
00:38:52.159 --> 00:38:54.920
got some troubles going on, haven't
they. And we don't need to get

530
00:38:54.920 --> 00:38:58.960
into the detail of that here,
but we all know what we're talking about.

531
00:38:59.519 --> 00:39:02.840
This is a failure of leadership.
So we want to change the way

532
00:39:02.920 --> 00:39:08.159
these organizations are led and make them
much stronger and much more inspiring than they

533
00:39:08.159 --> 00:39:14.400
are today. People are leaving religion
and droves because it's not inspiring. If

534
00:39:14.400 --> 00:39:16.519
we take government, well, what
can we say? I mean, government

535
00:39:16.599 --> 00:39:21.760
is so screwed up now and politics
is such a mess that we do really

536
00:39:21.800 --> 00:39:27.079
need to try and achieve some differences. I am intrigued by an election that's

537
00:39:27.119 --> 00:39:30.639
going on I think in New Hampshire
or Vermont, I can't remember which,

538
00:39:30.239 --> 00:39:37.960
where one of the candidates has flat
out refused to buy negative ads. This

539
00:39:37.000 --> 00:39:42.039
is a female candidate, but she's
being pummeled by bad ads or negative ads

540
00:39:42.280 --> 00:39:45.599
by the opposition, but she is
staying to the high road. And it's

541
00:39:45.639 --> 00:39:47.920
going to be a major test in
this election to see if that actually works,

542
00:39:49.400 --> 00:39:54.800
because negative ads have been working so
well. I'm currently coaching a politician

543
00:39:54.840 --> 00:39:59.679
who's running for election, and he
too has stayed on the high road,

544
00:40:00.159 --> 00:40:06.320
not sunk into the mire of swinging
might at everybody else. And you can't

545
00:40:06.360 --> 00:40:09.239
make yourself look good by making everyone
else look smaller. So in politics,

546
00:40:09.360 --> 00:40:14.840
we need to really stand up,
be counted, and stand for something that

547
00:40:14.880 --> 00:40:19.199
people find inspiring. And people like
John McCain and President Reagan and so on

548
00:40:19.320 --> 00:40:24.119
did that because they tried to stay
in a place which lifted other people and

549
00:40:24.159 --> 00:40:28.119
made them feel better. This is
why we long for them today. And

550
00:40:28.159 --> 00:40:30.960
they it didn't matter what party they
belonged to. They set an example of

551
00:40:31.079 --> 00:40:35.800
how humans should behave And the same
thing, of course, is true in

552
00:40:36.000 --> 00:40:40.320
business. Now. These are inextricably
intertwined. Maybe more than is necessary or

553
00:40:40.320 --> 00:40:45.000
more than is advisable, but it
is the way it is. So that's

554
00:40:45.280 --> 00:40:49.119
the structure of our society. We
need to work on all three of those.

555
00:40:50.840 --> 00:40:54.199
I appreciate that. I do see
the interdependence of that, and I

556
00:40:54.239 --> 00:40:59.159
agree with you, doctor secraton if
we can also get people running for office

557
00:40:59.159 --> 00:41:01.360
to stop running of ads, my
goodness. Else, I'm also coaching someone

558
00:41:01.360 --> 00:41:06.280
who's running for a political office,
and she and I have had long discussions

559
00:41:06.320 --> 00:41:08.760
about what her opponent is saying about
her and should she join that race,

560
00:41:09.039 --> 00:41:14.400
join that kind of language, and
we've agreed that she shouldn't. So the

561
00:41:14.480 --> 00:41:16.199
small little pebble, Yeah, the
small little pebble, Please, if we

562
00:41:16.280 --> 00:41:22.039
can get that moving into the direction
of the pond. How is that going,

563
00:41:22.119 --> 00:41:24.400
by the way, Well, well, so far, so far,

564
00:41:24.880 --> 00:41:30.000
so far, so good. Although
her opponent is still throwing lobbing at her,

565
00:41:30.119 --> 00:41:34.480
so far, she's she's holding her
own and she's she's got a pretty

566
00:41:34.480 --> 00:41:38.199
good shot of winning. And I'm
i'm I'm I'm grateful or hopeful that she's

567
00:41:38.280 --> 00:41:40.880
she's going to pull it through.
Well, do let me know, because

568
00:41:40.920 --> 00:41:49.599
I'm really watching these individual approaches and
hoping that this is going to be a

569
00:41:49.639 --> 00:41:55.079
message to politicians that they'll get wiped
out if they keep crapping on other people.

570
00:41:55.400 --> 00:42:00.679
That's not policy. That's not vision, it's not inspired, and I

571
00:42:00.679 --> 00:42:05.920
think the electorate is tired of this. I completely think they are as well.

572
00:42:06.360 --> 00:42:07.920
And I think you're right, of
course, after Secreton. Who wants

573
00:42:07.960 --> 00:42:13.320
to that isn't inspiring? Who wants
to listen to someone or follow someone who's

574
00:42:13.360 --> 00:42:16.920
just speaking negatively all the time with
someone else? That isn't inspiring? Exactly?

575
00:42:19.280 --> 00:42:21.519
Well, we've got we're getting close
to the end of the show here,

576
00:42:21.559 --> 00:42:23.239
but I want to be sure and
give you a chance to talk.

577
00:42:23.320 --> 00:42:27.320
If you can give us some hope
here, if you will talk to us

578
00:42:27.360 --> 00:42:30.440
about an organization, or if we
have time too, that's gotten on the

579
00:42:30.480 --> 00:42:35.400
right track toward progress. Well,
I think that a good example would be

580
00:42:35.440 --> 00:42:42.840
Microsoft. Microsoft has a new leader. The old form of Microsoft was basically

581
00:42:42.840 --> 00:42:51.239
a take no prisoners, no hostages, just destroy the competition. The point

582
00:42:51.400 --> 00:42:55.199
then in those days was that Windows
and all of the things that Microsoft makes,

583
00:42:55.360 --> 00:43:00.679
the Office Suite and so on,
would not be available to competition,

584
00:43:00.800 --> 00:43:07.400
in particular Android and Apple, and
so if you wanted to use those services

585
00:43:07.440 --> 00:43:12.039
and software platforms, you had to
go with Windows because you couldn't get it

586
00:43:12.039 --> 00:43:15.639
anywhere else. That was the old
style, and hopefully enough people would want

587
00:43:15.679 --> 00:43:20.519
to be following Windows that they wouldn't
go to Apple or Android. Well,

588
00:43:20.719 --> 00:43:22.800
it turns out that that's not the
case. In Long Come Satil Nodella,

589
00:43:22.960 --> 00:43:25.519
new CEO, and he says,
we're going to end that. That's simply

590
00:43:25.599 --> 00:43:28.760
not going to be the way we
work. We're going to make our stuff

591
00:43:28.760 --> 00:43:30.719
available to anybody who wants it,
and we'll design it in a way that

592
00:43:30.760 --> 00:43:35.400
it fits an iPad or an iPhone
or anything else that Apple makes, and

593
00:43:35.480 --> 00:43:37.800
any kind of Android phone or other
device. And now you can get all

594
00:43:37.840 --> 00:43:45.559
of Microsoft's products on all devices and
they're totally interchangeable, and they're working to

595
00:43:45.599 --> 00:43:49.639
support everyone in the world. Now. The reason for that, partly is

596
00:43:49.639 --> 00:43:52.679
that they came up with a new
dream. So the old dream was not

597
00:43:52.960 --> 00:43:57.000
dream. The old mission statement,
because that's the old language, was to

598
00:43:57.239 --> 00:44:00.960
put a PC on everybody's desk.
All about me. You see, we

599
00:44:01.000 --> 00:44:05.719
make PCs, and we want PCs
with our software on everybody's desk. Then

600
00:44:05.760 --> 00:44:08.119
we'll be rich and famous and our
stock will go up. Long Come sature

601
00:44:08.119 --> 00:44:10.639
on Adella, the new CEO,
and he says that's going to go away,

602
00:44:12.519 --> 00:44:15.199
along with our approach to competitors and
We're going to have a dream,

603
00:44:15.280 --> 00:44:22.519
and the dream is to help everybody
and every organization in the world achieve more.

604
00:44:22.559 --> 00:44:27.280
That's all about others. That's the
difference between a mission and a dream.

605
00:44:27.400 --> 00:44:30.079
A mission is about me. A
dream is about you, and it's

606
00:44:30.159 --> 00:44:36.280
lofty, it's large. It's to
help everybody in the planet to achieve more.

607
00:44:36.800 --> 00:44:42.000
Since he's been the CEO, he's
added four hundred billion dollars of value

608
00:44:42.039 --> 00:44:45.280
to that company. That's part of
what this does. This is the success

609
00:44:45.519 --> 00:44:50.039
that companies going to achieve. Just
like the story about human and there was

610
00:44:50.079 --> 00:44:54.480
telling you about earlier and Starbucks two
sounds pretty compelling to me. I just

611
00:44:54.519 --> 00:44:59.400
don't see how we can argue with
this. I don't see why people are

612
00:44:59.400 --> 00:45:02.360
not buying. Why are we sticking
to our own ways when there's so much

613
00:45:02.400 --> 00:45:07.679
compelling evidence to the contrary. Good
question, and a question is answered in

614
00:45:07.719 --> 00:45:12.320
the last chapter of The Bell Weather
Effect, which is titled why we Don't

615
00:45:12.440 --> 00:45:16.599
Change? And I know that people
will read this and they will say,

616
00:45:16.679 --> 00:45:19.920
yeah, that's nice, but I'm
not going to do that, or that'll

617
00:45:19.960 --> 00:45:23.000
be okay in California, but not
here, and okay in another company,

618
00:45:23.000 --> 00:45:27.000
but not my company, or I'll
be returning in five years. I don't

619
00:45:27.039 --> 00:45:30.960
need all this upheaval and so on. So the last chapter says, this

620
00:45:30.039 --> 00:45:34.599
is why we don't change. And
partly that's ego. I don't want to

621
00:45:34.639 --> 00:45:36.719
be the first one to go here
people are going to laugh at me.

622
00:45:37.079 --> 00:45:40.320
Partly it's because we are stuck in
a rut, and we've got a paradigm

623
00:45:40.320 --> 00:45:44.519
and a box that we live in. And that box is essentially the water

624
00:45:44.599 --> 00:45:46.920
that we swim in, and so
we don't want to go outside the box.

625
00:45:46.960 --> 00:45:51.800
Everything that we know in the world
is defined by that box, and

626
00:45:51.880 --> 00:45:54.000
so we find it very very hard
to get outside it. So and the

627
00:45:54.079 --> 00:46:00.960
natural tendency of human beings homeostasis is
also important. So I asked people at

628
00:46:00.960 --> 00:46:04.440
the end of the book, read
the chapter that gave you the most difficulty,

629
00:46:04.760 --> 00:46:07.079
and see if you can find one
useful thing in there that could change

630
00:46:07.159 --> 00:46:12.679
everything for you, because we really
need to be open to change. M

631
00:46:14.079 --> 00:46:15.719
boy. I have to say,
for me, in my life, I

632
00:46:16.079 --> 00:46:21.039
have gotten the most mileage out of
the most difficult changes that have come my

633
00:46:21.119 --> 00:46:23.039
way, and I wouldn't change them
for anything because they helped me become who

634
00:46:23.079 --> 00:46:25.960
I am today, and they were
hard, and they were terrible, but

635
00:46:27.000 --> 00:46:34.079
I wouldn't change it for anything.
It doesn't kill us, It'll make us

636
00:46:34.119 --> 00:46:37.440
better, right, exactly right,
and I am better for it. Thank

637
00:46:37.440 --> 00:46:40.480
you very much. Well, in
our last bit of time together here at

638
00:46:40.480 --> 00:46:45.719
Doctor Secraton, would you please just
share your final pearls of wisdom and say,

639
00:46:45.840 --> 00:46:47.280
in about a minute or so,
knowing that this show is listening to

640
00:46:47.440 --> 00:46:52.039
globally and we really are up to
trying to help individuals and leaders more meaningfully

641
00:46:52.079 --> 00:46:57.079
and productively connect with their work and
really enjoy work for a change, what

642
00:46:57.079 --> 00:47:00.880
would you like to leave them with? Well, I think happened, joy

643
00:47:00.119 --> 00:47:07.159
fulfillment, and meaning. Those are
important parts of what we are looking for

644
00:47:07.239 --> 00:47:13.360
in our work, and that comes
obviously as a result of inner work.

645
00:47:14.039 --> 00:47:16.239
All of this is really about inner
work, and an earlier book I wrote,

646
00:47:16.280 --> 00:47:20.400
The Spark, the Flame, and
the Torch, I talked about how

647
00:47:20.679 --> 00:47:24.440
we need to first become inspired,
and we do that by building inspiring relationships,

648
00:47:24.639 --> 00:47:30.239
by having a dream, and by
understanding deeply at a deep level,

649
00:47:30.480 --> 00:47:31.639
who we are, why we're here
on the planet, and what we're going

650
00:47:31.679 --> 00:47:35.760
to do with our lives. That
fills up our tank and we need to

651
00:47:35.760 --> 00:47:37.880
fill out our tank because we can't
inspire other people if our tank's empty.

652
00:47:38.079 --> 00:47:43.119
So we need to fill up our
own tank with our inspiration, and that's

653
00:47:43.199 --> 00:47:45.960
called the spark. Then we're in
a position to inspire other people, which

654
00:47:46.000 --> 00:47:50.320
is the flame, and we do
that with the Council principles that I mentioned

655
00:47:50.320 --> 00:47:54.320
earlier in this program. And then
finally we inspire the world, which is

656
00:47:54.360 --> 00:47:58.679
the torch. Now, if you
come to work every day and your tank

657
00:47:58.760 --> 00:48:00.800
is full and you're inspired, you're
inspiring other people, and you have a

658
00:48:00.840 --> 00:48:06.159
way of doing that and you're making
a difference in the world. That is

659
00:48:06.360 --> 00:48:10.519
a fully inspiring and meaningful way to
live a life. At the end of

660
00:48:10.559 --> 00:48:15.079
it all, we need to answer
the question did we make the world better?

661
00:48:16.039 --> 00:48:20.239
That's the whole point of our lives. And if we can't answer that

662
00:48:20.280 --> 00:48:22.199
on a day to day basis every
day, yes, I made the world

663
00:48:22.239 --> 00:48:25.760
better, then we shouldn't be doing
what we're doing. And the last point

664
00:48:25.800 --> 00:48:30.519
around this is it always needs to
be inspiring. So even if we want

665
00:48:30.519 --> 00:48:35.960
to tell the truth, because that
would be raising the bar and moving the

666
00:48:36.000 --> 00:48:38.159
needle in our corporate life, we
still need to do that in a way

667
00:48:38.159 --> 00:48:42.960
that inspires other people. So everything
we do needs to be inspiring, like

668
00:48:43.000 --> 00:48:45.000
an email that needs to be inspiring, like how we show up at meetings,

669
00:48:45.039 --> 00:48:50.599
how we leave voicemails. Everything we
do in terms of decision making needs

670
00:48:50.679 --> 00:48:53.639
to make other people feel larger,
not smaller. That's what inspiration is all

671
00:48:53.679 --> 00:48:59.239
about. What a fantastic, beautiful
way to finish the show, Doctor Secret

672
00:48:59.280 --> 00:49:01.519
Time, Thank you so very much
for joining me and letting me share you

673
00:49:01.559 --> 00:49:06.000
with our listeners across the globe.
It's been an honor lovely to be with

674
00:49:06.079 --> 00:49:07.599
you at least thank you for the
good work you do. Thank you.

675
00:49:08.280 --> 00:49:12.599
If you want to learn more about
doctor Secraton his book The Bellweather effect Or

676
00:49:12.719 --> 00:49:16.079
is Consulting or Speaking, go to
his website. It's www dot Secraton dot

677
00:49:16.119 --> 00:49:22.119
com. That's se c r E
t A Nsecraton dot com. Join us

678
00:49:22.159 --> 00:49:27.440
next week when we talk with Deputy
Chief Police at the Kapel Police Department,

679
00:49:27.519 --> 00:49:30.800
Danny Barton, we'll be talking about
the work he's doing to create a movement

680
00:49:30.840 --> 00:49:35.039
toward teaching police officers emotional intelligence in
their work in the community. Important thing

681
00:49:35.039 --> 00:49:37.800
he's up to see you there and
remember that work is at least one third

682
00:49:37.840 --> 00:49:42.360
of our life, So let's work
on Purpose. We hope you've enjoyed this

683
00:49:42.400 --> 00:49:45.960
week's program. Be sure to tune
in to Working on Purpose, featuring your

684
00:49:46.000 --> 00:49:52.719
host Alis Cortes, each week on
the Voice America Empowerment Channel. This week,

685
00:49:52.960 --> 00:49:54.440
find your life's purpose at work.