Latest / The Steve Harvey Morning Show / Interview of the Week: Performance Paradigm CEO Reggie Butler empowers executive leadership to change organizational culture in the diversity, equity and inclusion space

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Interview of the Week: Performance Paradigm CEO Reggie Butler empowers executive leadership to change organizational culture in the diversity, equity and inclusion space · The Steve Harvey Morning Show

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  Speaker 1: I am your host with Sean McDonald. Like I said
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  Speaker 1: My interviews on money making conversation with celebrities, CEO, entrepreneurs
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  Speaker 1: and people I like to call industry decision makers. My
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  Speaker 1: next guest is Reggie Butler. Reggie is the founder and
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  Speaker 1: CEO or Performance Paradigm LLC and Executive Education Human Capital Consultancy.
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  Speaker 1: His areas of expertise included high performing, high performing team development,
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  Speaker 1: organizational change management, diversity and inclusion, which is really important
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  Speaker 1: in these days since has become the forefront of all
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  Speaker 1: major corporations. Tone of employment and understanding, their color and
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  Speaker 1: the way people speak should not be a different at
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  Speaker 1: your hitor. It should be treated as equal. Training, development,
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  Speaker 1: workforce retention strategies, emotional intelligence, and executive coaching. Reggie believes
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  Speaker 1: the human connection and understanding that the cornerstone of changing
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  Speaker 1: life and behavior. Wheggie works in collaboration with executive leadership
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  Speaker 1: teams to develop and execute strategies to change organizational culture,
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  Speaker 1: build leadership bench strength, and increase human capital effectiveness. Please
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  Speaker 1: work with the money Making Conversations by Man Reggie Butler.
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  Speaker 1: He on Reggie, I'm doing well man, and good to
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  Speaker 1: be with you today. You're doing some important work and
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  Speaker 1: you gotta keep doing what you're doing. We need you
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  Speaker 1: in this space to not stop or back down. Well,
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  Speaker 1: I can't back down. And if I bring individuals on
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  Speaker 1: the on the show like you, Reggie, so you can
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  Speaker 1: support what I'm trying to do it because you know, uh,
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  Speaker 1: you're not both are living a long life and uh
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  Speaker 1: and we will live even longer life. But somewhere along
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  Speaker 1: the line, as as people are put qualifiers, if you
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  Speaker 1: haven't done certain things at a certain age, then you
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  Speaker 1: stuffing and and and And that's where I wanted to
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  Speaker 1: talk about initially with you, because that's the whole part
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  Speaker 1: about pushing beyond what you're capable of because people can
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  Speaker 1: limit it, so and you you reach your limit, talk
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  Speaker 1: to us about that. Yeah, So, first of all, I
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  Speaker 1: just have this really strong belief that another person's perception
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  Speaker 1: of me shouldn't define where I go. And you got
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  Speaker 1: to think about what that actually looks like. In some spaces,
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  Speaker 1: there are people who wind up in careers or in positions,
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  Speaker 1: only to find out later in their careers that's not
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  Speaker 1: what they wanted to do, where they wanted to go,
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  Speaker 1: where they wanted to be, how they wanted to do it.
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  Speaker 1: Because they were listening to somebody else's narrative that was
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  Speaker 1: based on someone else's perception of their value or their worth.
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  Speaker 1: So I spend time in this space um trying to
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  Speaker 1: get to people to understand and see things they can't
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  Speaker 1: see for themselves, so they not only can explore, but
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  Speaker 1: reach whatever next is for them by choice. You talk
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  Speaker 1: about the path of resistance, sometimes we live out through
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  Speaker 1: the past of Lee's resistance. Reggie, Okay. And that means that,
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  Speaker 1: like you said earlier, were relationship we go deep like that.
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  Speaker 1: There are people in relationship they should be getting out of,
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  Speaker 1: and there are people who are a job they should
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  Speaker 1: be walking away from, but they stay there out of fear.
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  Speaker 1: They stayed out there because they don't want to hear
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  Speaker 1: somebody complaining, and stay there because they don't want to
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  Speaker 1: hear somebody tell them that they question their decision making.
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  Speaker 1: How in your coaching do you push people past that?
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  Speaker 1: Because you're like, you're like a a new modern day therapists.
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  Speaker 1: You know, you're not putting us on the couch. Yeah,
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  Speaker 1: so you know we're shan So first of all, I
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  Speaker 1: gotta get people to be honest with themselves, and I
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  Speaker 1: take people through you know, a framework they help them
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  Speaker 1: understand what their truth is about how they're seeing the world,
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  Speaker 1: what the truth of somebody else is, like managing their perspectives.
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  Speaker 1: And then the highest order I try to get people
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  Speaker 1: to is accepting what they need to accept in order
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  Speaker 1: to move forward and make a difference. So if I
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  Speaker 1: do that, if I look at that, there is some
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  Speaker 1: people that haven't accepted what they need to accept about themselves.
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  Speaker 1: And one of the big things that people don't accept
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  Speaker 1: is that they are much better than anybody else says
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  Speaker 1: they are. Because we let people define who we are
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  Speaker 1: and what our want. And I've put people into situations
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  Speaker 1: that say, let me show you not only what your
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  Speaker 1: worth is, but you be able to articulate that value.
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  Speaker 1: Not somebody else do that for you. And once a
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  Speaker 1: person starts to accept that, they also start to see
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  Speaker 1: those things that they know they have to move past.
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  Speaker 1: And that's that thing you're talking about about resistance. Resistance
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  Speaker 1: comes at you when you are solid and your confidence
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  Speaker 1: has no competition. You know that you're confident in yourself
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  Speaker 1: and your abilities. Resistance goes around you go right through it.
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  Speaker 1: You've got to get people to see that. You get
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  Speaker 1: people to see that it's that it's that. It's that
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  Speaker 1: It's like, that's why a ship has a point. You know,
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  Speaker 1: when it goes through the water, you know, it cuts
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  Speaker 1: through the resistance. That's what you're talking about, you know,
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  Speaker 1: and as it cuts to the resistance, it gets to
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  Speaker 1: that's it's a lot faster now you've had over tears
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  Speaker 1: was in the bio, but I'm sure it's more years
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  Speaker 1: of experience and delivering this transformative Like I told you,
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  Speaker 1: I've been doing this so as eighteen. When you really
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  Speaker 1: look at it, who you are, you don't really be
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  Speaker 1: defined by the moment you defined out how you were
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  Speaker 1: raised and who put these I'd say, these seeds in you?
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  Speaker 1: Who's put these seeds in you? Let's let's take a
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  Speaker 1: journey back a little bit, Reggie, who put these seeds
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  Speaker 1: in you? Yeah? So if I look at I'm gonna
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  Speaker 1: start back. So I started off as a classicate training musician,
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  Speaker 1: so classical training pianists, and for years, um I thought
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  Speaker 1: that that was my path. And my father, who was military,
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  Speaker 1: I was raised military. I've never served, but I was
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  Speaker 1: raised military and the discipline that he instilled in me
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  Speaker 1: about how to be successful through discipline and doing what's
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  Speaker 1: necessary do what you have to do so you can
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  Speaker 1: do what you want to do, and instilled that in
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  Speaker 1: me once I had made the decision, with his help
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  Speaker 1: and the help of some other colleagues, that a classically
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  Speaker 1: trained pianist in this body. At that time in my life,
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  Speaker 1: there was a high probability I was not going to
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  Speaker 1: be as successful as I wanted to be because of
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  Speaker 1: the constructs of race around who I was. But my
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  Speaker 1: father looked at me and he says, but that doesn't
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  Speaker 1: mean you still can't be a musician like oh and
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  Speaker 1: my mom, wonderful woman that she is. They created what
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  Speaker 1: I'm going to call some of the things you do.
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  Speaker 1: They decided to manage my life at a young age
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  Speaker 1: of fifteen. So a band. Here, I am having a
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  Speaker 1: band and work and use that bed, played every weekend
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  Speaker 1: eleven pm to two am, just doing all the things.
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  Speaker 1: But what it taught me was the organizational skills and
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  Speaker 1: the discipline of creating a team. Because you know this
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  Speaker 1: about music. Music is from my heart and from my soul,
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  Speaker 1: but it is the foundation of everything we do. Because
• 8:55
  Speaker 1: that band would not be the band it is and
• 8:58
  Speaker 1: was the music the music we created would not have
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  Speaker 1: landed the way it was supposed to. If we didn't
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  Speaker 1: have structure, I was leading that band. So from that
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  Speaker 1: it took me all throughout my life. I used those
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  Speaker 1: tenants of what it means to create a high performing team,
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  Speaker 1: what it means to lead a team, what it means
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  Speaker 1: to deal with dysfunction, what it means to deal with
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  Speaker 1: change when change change comes up. And I've taken that
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  Speaker 1: all the way throughout my professional life. Wound up being
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  Speaker 1: so interesting. I wound up was a was a choir
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  Speaker 1: director at a church and one of my one of
• 9:31
  Speaker 1: my choir members, said, you realize you have a gift
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  Speaker 1: for speaking, Um, you should come, you know, not out
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  Speaker 1: of the church, but you should come, you know, speaking
• 9:40
  Speaker 1: in corporate America. I fought. I resisted that forever. The
• 9:44
  Speaker 1: school teacher, a school teacher I had that means I
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• 10:38
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• 10:41
  Speaker 1: training and development, and at that firm at that time,
• 10:45
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  Speaker 1: know the thing about it, I agree. That's why because
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  Speaker 1: you're a unique individual, because you bet on yourself and
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  Speaker 1: you can't really tell people how you generate income. You know,
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  Speaker 1: you can say it, but they for the average person
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  Speaker 1: can put the how does he make money? Does he
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  Speaker 1: have a nine to five? Does he work Monday through Friday?
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  Speaker 1: When does he have off? Does he say vacation? Does
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• 13:46
  Speaker 1: music because I was played B flat clarinet, I played
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  Speaker 1: of music. Music is so incredible from from an intellectual
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  Speaker 1: you today, I'm seeing that same discipline. I'm seeing that
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  Speaker 1: same skill set up live performances. I'm watching it right
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  Speaker 1: now that we're just incubated into you at such an
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  Speaker 1: early age. Now is translating those gifts. And I see
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  Speaker 1: you Reginald, and call your Reginald your parents, but it's
• 14:19
  Speaker 1: Reggie Butler. Excuse me for stepping out into that parent land.
• 14:23
  Speaker 1: But I want to just say that in talking to you,
• 14:26
  Speaker 1: how do you get people to understand their value? Because
• 14:30
  Speaker 1: you're in a human capital and sometimes and I want
• 14:33
  Speaker 1: to just say this real quick before we get this clear.
• 14:36
  Speaker 1: We can blame a lot of issues on the company
• 14:38
  Speaker 1: we work for. We can blame a lot of issues
• 14:41
  Speaker 1: on race We can blame a lot of issues on
• 14:44
  Speaker 1: a gender, but the core are making that change has
• 14:47
  Speaker 1: to start with how we value ourselves. That's right, talk
• 14:51
  Speaker 1: to us. Yeah, and so one of the frames trying
• 14:55
  Speaker 1: to put people through. So there's two ways to look
• 14:57
  Speaker 1: at it. One way is to look at your experiences
• 15:01
  Speaker 1: and the comfort zone radius you have around your lived experience.
• 15:04
  Speaker 1: So let's say you grew up in a dual family household,
• 15:07
  Speaker 1: you you went to college, you have all these lived
• 15:09
  Speaker 1: experiences the shape who you are and give you the messages.
• 15:12
  Speaker 1: That's that's only one version of the lived experiences. We
• 15:16
  Speaker 1: occupy and cohabitate a world with people that have very
• 15:19
  Speaker 1: different lived experiences. And so how you find your value
• 15:23
  Speaker 1: is you look at the comfort zone radius you have
• 15:25
  Speaker 1: around your own life, your lived experiences, and you overlay
• 15:29
  Speaker 1: that on the people that you need to interact with
• 15:31
  Speaker 1: to get you to next or to be in service
• 15:33
  Speaker 1: as somebody else, and you look up, you step back
• 15:36
  Speaker 1: one day and go, I actually have a purpose, Like
• 15:40
  Speaker 1: I'm supposed to be here in this space doing this
• 15:42
  Speaker 1: thing because it serves something. Tell people all the time,
• 15:47
  Speaker 1: always be in service of changing an outcome, not in
• 15:51
  Speaker 1: service of yourself. Some people get um bristle at that
• 15:55
  Speaker 1: because they start to think of themselves, well, that's just
• 15:57
  Speaker 1: being selfish. I'm saying. It's it's not about being selfish
• 16:01
  Speaker 1: or not being selfish. But when you live through the
• 16:04
  Speaker 1: lens of who are you helping what or what what
• 16:09
  Speaker 1: condition are you improving, you live a much you live
• 16:12
  Speaker 1: a much richer life. And that's where you start to
• 16:15
  Speaker 1: look back at yourself and say, now I know what
• 16:17
  Speaker 1: my value proposition is. One thing I tell entrepreneurs all
• 16:21
  Speaker 1: the time, don't negotiate your price and then go. But
• 16:26
  Speaker 1: I have to because negotiation is part of the thing.
• 16:28
  Speaker 1: It's like every time you leave with negotiation, that doesn't
• 16:31
  Speaker 1: mean that means you don't know what you're worth. You
• 16:33
  Speaker 1: know what you're worth first, and then negotiate from that,
• 16:37
  Speaker 1: and negotiation from that could be But then I must
• 16:40
  Speaker 1: not be your person for today because you can't afford
• 16:43
  Speaker 1: but that people have to You have to get there first.
• 16:48
  Speaker 1: And it's not doesn't happen by accident. It's very intentional.
• 16:51
  Speaker 1: And what I'm trying to get people to really understand
• 16:54
  Speaker 1: Brushan and you, of all people, I know you know
• 16:56
  Speaker 1: this that different people, because of their different life experiences.
• 16:59
  Speaker 1: They if there's only one or two ways to do things,
• 17:02
  Speaker 1: it's not true. There are multiple ways to get to
• 17:05
  Speaker 1: certain locations. There's it's not just one way. And you
• 17:09
  Speaker 1: have to own this thing called change. And I even
• 17:14
  Speaker 1: took this most recently, I've started doing it. I've created
• 17:17
  Speaker 1: a module again using music. Uh that's called find your
• 17:20
  Speaker 1: Rhythm and find your Rhythm. It literally is about any
• 17:24
  Speaker 1: change management principle and organizational designs and things like that.
• 17:27
  Speaker 1: What people have to do is find their rhythm. So
• 17:30
  Speaker 1: I want you to think about people who because of
• 17:31
  Speaker 1: the pandemic. You know, there's three pandemics out there. There's
• 17:34
  Speaker 1: the health pandemic, there's a racial pandemic, there's an economic pandemic.
• 17:39
  Speaker 1: And in the last fifteen months, we've seen people have
• 17:41
  Speaker 1: to deal with that, that those pandemics, and they've lost
• 17:45
  Speaker 1: their rhythm. Now everybody's talking about it. Let's go back
• 17:48
  Speaker 1: to work and up going back to work, like, how
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  Speaker 1: I tell people to stop saying, which is the new normal?
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  Speaker 1: Stop it. Stop saying the new normal because most of
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  Speaker 1: you didn't like the last normal, right, and we're about
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  Speaker 1: the ghost you have to find your rhythm, and it's
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  Speaker 1: fortunate in my life. I worked for the Post Office,
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  Speaker 1: I worked for IBM, so I've worked a for the
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  Speaker 1: hour shift. I don't understand our only way to understand
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  Speaker 1: how to work over time and in the process of
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  Speaker 1: individual in a personal job frustration because you deal with
• 20:02
  Speaker 1: a lot of individuals who live in at forty hour
• 20:05
  Speaker 1: week structure. Because we're gonna talk about Google contracts you
• 20:10
  Speaker 1: just recently to develop their own diversity, equity and inclusion programs.
• 20:14
  Speaker 1: I talked about that because when you come in and
• 20:16
  Speaker 1: do a program like that, there has to be two
• 20:19
  Speaker 1: sides of this development. There has been an acknowledgement that
• 20:23
  Speaker 1: just because of you feel that another person. I always
• 20:27
  Speaker 1: let me just share this quick story with you right quick.
• 20:29
  Speaker 1: When I that I bm UM, I got hired with
• 20:32
  Speaker 1: two other white guys, and I came in simultaneously, and
• 20:36
  Speaker 1: my supervisor asked me, oh, my goal, what I want
• 20:40
  Speaker 1: to do? And I told him I didn't know at
• 20:42
  Speaker 1: the time. Okay, he said, okay, whenever you figured out, Rashon,
• 20:45
  Speaker 1: come back and I coming. Just tell me that my
• 20:47
  Speaker 1: doors open well too muchs went by. Three months went by,
• 20:51
  Speaker 1: I still hadn't went back in that door, and the
• 20:54
  Speaker 1: white guys started getting other assignments, and guess what. I
• 20:57
  Speaker 1: started huddling up with my Hey, this wrong, some racial
• 21:00
  Speaker 1: thing going on in here? Racial? What's going on here?
• 21:03
  Speaker 1: And I went and storming in at the office and
• 21:05
  Speaker 1: set down with my supervice. Said hey, man, look we
• 21:07
  Speaker 1: started at the same time. Why are they doing more
• 21:09
  Speaker 1: than I am doing? He said, Rashaan, I asked you
• 21:14
  Speaker 1: on your first day, what were your goals? What did
• 21:17
  Speaker 1: you want to do with this company? You told me
• 21:18
  Speaker 1: you're gonna get back with me. When they got back
• 21:20
  Speaker 1: with me. That their very first day, and they're only
• 21:23
  Speaker 1: doing the things that they I'm helping them do the
• 21:26
  Speaker 1: things that they say they want to companies that the company.
• 21:29
  Speaker 1: I say that to put that statement out in front
• 21:31
  Speaker 1: of you, just say, I'm not gonna point in their
• 21:33
  Speaker 1: fingers on this, Reggie, I'm gonna tell you I've been
• 21:35
  Speaker 1: the I want to say, the person who sitting in
• 21:38
  Speaker 1: the corner mad, but I didn't do my job, So
• 21:42
  Speaker 1: who am I mad at? So that now you have
• 21:45
  Speaker 1: to come in with a company like Google try to
• 21:48
  Speaker 1: change the environment. But no, there are some rushawn sitting
• 21:51
  Speaker 1: out there who hadn't told Google or daring thing about
• 21:55
  Speaker 1: what they want to do. Correct. Yeah, and I will
• 21:59
  Speaker 1: tell you one of things. So there are a lot
• 22:02
  Speaker 1: of um companies in the portfolios, you know always from
• 22:05
  Speaker 1: big tech and healthcare and retail and you know, professional services, automotive,
• 22:10
  Speaker 1: all the things. But here's here's what happens. When you
• 22:13
  Speaker 1: have an organization that that's big, like like a Google,
• 22:16
  Speaker 1: they have the resources to actually investigate and use data
• 22:20
  Speaker 1: to actually drive towards the source of what the issue is.
• 22:23
  Speaker 1: So they had a hypothesis that the people that are black,
• 22:27
  Speaker 1: Latin x UM and women are having different lived experiences
• 22:31
  Speaker 1: inside the organization. And instead of going to the mad Rushians,
• 22:35
  Speaker 1: instead of going to the people in the organization and
• 22:38
  Speaker 1: trying to focus on making them feel better, they decided
• 22:41
  Speaker 1: let's go to the manager population who makes decisions about
• 22:44
  Speaker 1: them every day and get them to understand that the
• 22:47
  Speaker 1: lived experiences aren't the same. And it was. It's amazing
• 22:51
  Speaker 1: when when an organization understands that it's about shifting the culture,
• 22:56
  Speaker 1: not changing the people. And that's what I do at
• 22:59
  Speaker 1: the We actually work across change management, but we do
• 23:03
  Speaker 1: it through the lens of culture. So if there's a
• 23:05
  Speaker 1: people issue to address, we address it through the culture.
• 23:09
  Speaker 1: We don't address it through the people. We address it
• 23:11
  Speaker 1: through the culture. And sometimes the culture will will dictate
• 23:15
  Speaker 1: to us after we do some audit or something like that.
• 23:17
  Speaker 1: It's to find out where where is the issue, where
• 23:20
  Speaker 1: is the problem, let's solve it. And so what we
• 23:23
  Speaker 1: what we wound up doing, which is why the Ford's
• 23:25
  Speaker 1: article we got highlighted. We we created a very experiential
• 23:30
  Speaker 1: program that was the at the intersection of understanding the
• 23:35
  Speaker 1: experience of black and brown people, of women, and anybody
• 23:40
  Speaker 1: that was in an underrepresented group and taking it through
• 23:43
  Speaker 1: the lens of art. So we use performance artists, we
• 23:46
  Speaker 1: use singers, we use musicians, we use drummers, we use
• 23:50
  Speaker 1: interpretive dancers, same type of diversity training that most people
• 23:54
  Speaker 1: would say, so let's talk about what it's like to
• 23:56
  Speaker 1: be black here at this organization. Let's talk about what
• 23:59
  Speaker 1: it's like in d up just talking to them, we
• 24:02
  Speaker 1: showed them. We created an experience. So just think you
• 24:05
  Speaker 1: have a room of dominant culture people, mostly white, sitting
• 24:08
  Speaker 1: there trying to understand what is like to be somebody
• 24:11
  Speaker 1: that's not them, that doesn't have the lived experience they do.
• 24:14
  Speaker 1: But the way they get the message it's through through art.
• 24:19
  Speaker 1: So we had someone curate an art piece and explain
• 24:22
  Speaker 1: why this piece of art was done and the reason
• 24:24
  Speaker 1: it was done because this person feels invisible and that's
• 24:26
  Speaker 1: why this piece of art looks like that. We would
• 24:29
  Speaker 1: then turn to the audience and say, is there anybody
• 24:31
  Speaker 1: on your team that feels like they are invisible? And
• 24:34
  Speaker 1: what's that reason? Can you do anything about it? It's
• 24:37
  Speaker 1: so different. We took some survey results. This was one
• 24:40
  Speaker 1: of one of the most interesting things. You know, how
• 24:42
  Speaker 1: you do these inclusions or every organization does surveys to
• 24:45
  Speaker 1: see how the people there people feel, and one of
• 24:47
  Speaker 1: the questions was about inclusion. Do you feel like you
• 24:49
  Speaker 1: feel included? And the score was was pretty low. We
• 24:52
  Speaker 1: took some of the comments from the survey that said,
• 24:56
  Speaker 1: this is what it feels like for me to be here,
• 24:57
  Speaker 1: I don't feel like I'm seeing etcetera, etcetera. We took
• 25:00
  Speaker 1: those comments, we strung them together, put a music bed
• 25:04
  Speaker 1: under it, and then had dancers to interpret the dance
• 25:06
  Speaker 1: to it to show the emotion. Because as long as
• 25:10
  Speaker 1: it's just data in one dimension on the page in
• 25:13
  Speaker 1: the survey, in a spreadsheet, you can't feel that. So
• 25:17
  Speaker 1: we created a story and the narrative that allowed people
• 25:21
  Speaker 1: to feel. That's the next space we sit in. I
• 25:25
  Speaker 1: am Roushan. You know this. You can talk and complain
• 25:27
  Speaker 1: all you want until you get somebody to feel mean,
• 25:30
  Speaker 1: connect the emotion with the intellect. You won't get changed
• 25:34
  Speaker 1: to happen, you know. And you're absolutely correct. And because
• 25:38
  Speaker 1: this is what this interview is about. Change, also about acceptance,
• 25:41
  Speaker 1: also about recognizing, like you said, you're not invisible and
• 25:45
  Speaker 1: and and so you know, being that I I've walked
• 25:48
  Speaker 1: these different lanes and entertainment, you know, and you uh,
• 25:51
  Speaker 1: the corporate robin entrepreneur. And then but that work space,
• 25:55
  Speaker 1: that's really the key dynamic, especially have working remotely, that's
• 25:59
  Speaker 1: the that's the that's the other part of the conversation,
• 26:02
  Speaker 1: maybe you broke down the three that working remotely now
• 26:06
  Speaker 1: also leads to damage because of the fact that how
• 26:09
  Speaker 1: do you how do you properly supervise somebody who's working
• 26:13
  Speaker 1: from home? How do you properly promote somebody who's working
• 26:16
  Speaker 1: from home? Which creates another ant? And am I being
• 26:20
  Speaker 1: treated right? Am I gonna get a proper recognition for
• 26:24
  Speaker 1: the work I'm producing? Your world has gotten even more
• 26:27
  Speaker 1: complicated in a good way, right, in a good way.
• 26:31
  Speaker 1: With the remote tool there's suddenly been thrown into your
• 26:33
  Speaker 1: little tool box. Yeah, yeah, I've got I have no
• 26:37
  Speaker 1: charge of examples of people doing the unramped back into work.
• 26:41
  Speaker 1: So you do realize that, I think everybody knows it.
• 26:43
  Speaker 1: So a lot of companies actually experience exponential growth over
• 26:47
  Speaker 1: the last fifteen months, and they hired a lot of
• 26:48
  Speaker 1: people virtually and they never met them, so they have
• 26:53
  Speaker 1: to deal with that. Then you have some companies that decided, hey,
• 26:57
  Speaker 1: I didn't know this flexible work thing was actually gonna work,
• 26:59
  Speaker 1: and now that is working, I don't need him to
• 27:01
  Speaker 1: come back and need him to stay home. Okay, So
• 27:04
  Speaker 1: now you got that population, then you have the what
• 27:07
  Speaker 1: everybody's saying, is the hybrid population where your own rotation
• 27:10
  Speaker 1: that comes to the building, but you don't have to
• 27:11
  Speaker 1: come in for two days and you have to rotate
• 27:13
  Speaker 1: with somebody else. Now you've got a manager who's never
• 27:18
  Speaker 1: ever had to do that before. They don't know how
• 27:21
  Speaker 1: to do that, and they are ill equipped. They're they're
• 27:24
  Speaker 1: well intended though, because they are trying. And what we
• 27:28
  Speaker 1: try to do is put some framing around to say
• 27:31
  Speaker 1: just the just all of the different versions and iterations
• 27:34
  Speaker 1: you're gonna have to go through. Do not look for
• 27:36
  Speaker 1: a new normal soon. Because it's a phased approach. You
• 27:40
  Speaker 1: still have to create human connection and you have to
• 27:42
  Speaker 1: do it through screens. I'm gonna give you give you
• 27:46
  Speaker 1: a tip. I told the manager the other day. I said,
• 27:49
  Speaker 1: when you everybody's back, you've been doing all these things,
• 27:52
  Speaker 1: would you stop asking people on Mondays how their weekend was? That?
• 27:57
  Speaker 1: It's not inclusive? What are you talking about? I said,
• 28:01
  Speaker 1: think about the pandemic all of them. Do you realize
• 28:04
  Speaker 1: that some people the last thing they want to talk
• 28:05
  Speaker 1: about what they had to deal with on the weekend.
• 28:10
  Speaker 1: I love somebody to COVID. I'm going through a divorce.
• 28:12
  Speaker 1: My friends are out of jobs. I'm still trumping, still
• 28:15
  Speaker 1: doing zoom school. But I hear some of my colleagues
• 28:18
  Speaker 1: on the car when you ask what did you do
• 28:20
  Speaker 1: over the weekend, they say, Oh, I was able to
• 28:22
  Speaker 1: go hike game. I feel so much better now. It's like,
• 28:25
  Speaker 1: that's not my experience right I'm telling managers now, pay
• 28:30
  Speaker 1: attention to the questions you asked. A much better question
• 28:32
  Speaker 1: is not how is your weekend? A better question as
• 28:35
  Speaker 1: a leader right now is to say what's important to
• 28:38
  Speaker 1: you this week and how can I help? And also
• 28:41
  Speaker 1: it was important how are you doing that's important to
• 28:44
  Speaker 1: because what happens is the interesting thing about the work
• 28:47
  Speaker 1: at home dynamic reggids we wrapped us up is that
• 28:51
  Speaker 1: you got kids. You might have a wife running around
• 28:54
  Speaker 1: in the background. You might have a dog barking. You
• 28:57
  Speaker 1: might you know you're electrician, might show up at the
• 29:00
  Speaker 1: same time that your beating going over you. Zoom call
• 29:04
  Speaker 1: is bringing on the whole slew of dynamics that can
• 29:08
  Speaker 1: make you look unprofessional, which can in turn impact how
• 29:11
  Speaker 1: you think you're being perceived by the company that's hiring you.
• 29:15
  Speaker 1: So when you lay out these shields and when you
• 29:17
  Speaker 1: when you get hired by our company like Google, Like
• 29:20
  Speaker 1: I said, they brought you in, and you use these
• 29:22
  Speaker 1: bigger words diversity, training, equity, inclusion. That's a lot to
• 29:27
  Speaker 1: put on your plate. How do you how do you
• 29:31
  Speaker 1: not replicate? Because every every situation is different. I always
• 29:34
  Speaker 1: say that everything fintech, health companies, you you, you don't
• 29:37
  Speaker 1: bring the same model in. How do you bring a
• 29:40
  Speaker 1: model in and how do you survey the right approach
• 29:42
  Speaker 1: to that particular company's needs. Well, some of it is
• 29:46
  Speaker 1: is most companies already have identified what the problem is.
• 29:49
  Speaker 1: They're still working on this source. So we try to
• 29:51
  Speaker 1: go in and say, I don't need you to do
• 29:53
  Speaker 1: new work with me. I don't need you to go
• 29:54
  Speaker 1: look up stuff that you've already looked up. I need
• 29:57
  Speaker 1: to start where you are and which I try to get. Um,
• 29:59
  Speaker 1: you know, companies, businesses, people's individuals start where you are,
• 30:03
  Speaker 1: not where you were. Way too many people going, well,
• 30:06
  Speaker 1: let's go back and let's study the past so we
• 30:09
  Speaker 1: can figure out how to deal with now. And I'm going,
• 30:12
  Speaker 1: can we start with now and focus on the future.
• 30:16
  Speaker 1: Think about the past already happened. You have so much data,
• 30:20
  Speaker 1: so much surveys, how much data do you need to
• 30:23
  Speaker 1: know that things are just a little messed up and
• 30:26
  Speaker 1: that there is an answer. Let's go with what we
• 30:28
  Speaker 1: know and move forward. I tell people all the time,
• 30:31
  Speaker 1: create forward momentum. If you're not creating forward momentum, you're
• 30:35
  Speaker 1: holding things back. Answer the question every single day, what
• 30:38
  Speaker 1: did I do this this week that created traction and momentum.
• 30:42
  Speaker 1: I call it the irrelevancy paradigm. You spend a lot
• 30:44
  Speaker 1: of energy on a lot of stuff. You do a
• 30:46
  Speaker 1: lot of actions. If it's not having any impact and
• 30:49
  Speaker 1: you're not creating any momentum, then make the business choice
• 30:52
  Speaker 1: and the human choice to stop focusing energy on it,
• 30:56
  Speaker 1: focus on where you create momentum. You're standing there, and
• 31:02
  Speaker 1: it's engaging me so much, but you probably know that yourself.
• 31:05
  Speaker 1: You know, I've never interviewed anybody standing That is so
• 31:09
  Speaker 1: important and so powerful because I feel like you're communicating
• 31:12
  Speaker 1: with me. I feel like that if you extended your
• 31:15
  Speaker 1: hand right now, Reggie, I would probably I'll probably stand
• 31:19
  Speaker 1: my hands trying to shake it because it feels so natural.
• 31:21
  Speaker 1: You feel me. So if if you're doing it like this,
• 31:26
  Speaker 1: keep doing it like this, This is fantastic. You're very
• 31:29
  Speaker 1: welcoming personality you feel with the world a world of information.
• 31:33
  Speaker 1: I will be the first to life or whatever you do.
• 31:36
  Speaker 1: Send me your flyers, send me all your information so
• 31:38
  Speaker 1: I can put it on my social media. And let's
• 31:40
  Speaker 1: keep building your brand and also changing lives, because that's
• 31:43
  Speaker 1: what you're doing. You're changing lives black and brown people.
• 31:46
  Speaker 1: We're good. We're good man, and you keep doing what
• 31:49
  Speaker 1: you're doing. I'm telling you what you do matters. I
• 31:51
  Speaker 1: know you may not get that a lot, but I'm
• 31:53
  Speaker 1: telling you it does work. I don't care. I don't
• 31:55
  Speaker 1: care what you say. I don't care if you don't
• 31:58
  Speaker 1: get the accolades you think you to serve. You are
• 32:01
  Speaker 1: making a difference. We need you to be you in
• 32:03
  Speaker 1: this space now. Will thank you, Thank you for everything,
• 32:06
  Speaker 1: and thank you for coming on Money Making Conversation. If
• 32:08
  Speaker 1: you want to see this interview or hear this interview
• 32:10
  Speaker 1: on Money Making Conversations, please go to money Making Conversation
• 32:13
  Speaker 1: dot com. I with Sean McDonald. I am your host.
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