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

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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: we come. Welcome to Money Making Conversation. I am your host,
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  Speaker 1: Sean McDonald. Like I said every episode, it's time to
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  Speaker 1: stop reading other people's success stories and start writing your own.
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  Speaker 1: And when you talk about your passions, you talk about
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  Speaker 1: your gifts, lead with your gifts, and don't let your age, friends, family,
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  Speaker 1: or co workers stop you from planning or living your dreams.
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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: Its 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 differentiator. It
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  Speaker 1: should be treated as equal. Training, development, workforce retention strategies,
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  Speaker 1: emotional intelligence, and executive coaching. Reggie believes the human connection
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  Speaker 1: and understanding that the cornerstone of changing life and behavior.
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  Speaker 1: Reheggie works in collaboration with executive leadership teams to develop
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  Speaker 1: and execute strategies to change organizational culture, build leadership bench strength,
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  Speaker 1: and increase human capital effectiveness. Please work with the money
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  Speaker 1: Making Conversations by man Reggie Butler. He on Reggie, I'm
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  Speaker 1: doing well man, and good to be with you today.
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  Speaker 1: You're doing some important work and you gotta keep doing
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  Speaker 1: what you're doing. We need you in this space to
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  Speaker 1: not stop or back down. Well, I can't back down.
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  Speaker 1: And if I bring individuals on the on the show
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  Speaker 1: like you, Reggie, so you can support what I'm trying
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  Speaker 1: to do because you know, uh, you're not. Both are
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  Speaker 1: living a long life and uh and we will live
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  Speaker 1: even longer life. But somewhere along with the line, as
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  Speaker 1: as people are put qualifiers, if you haven't done certain
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  Speaker 1: things at a certain age, then you stuff and and
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  Speaker 1: and and that's where I wanted to talk about it
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  Speaker 1: initially with you, because that's the whole part about pushing
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  Speaker 1: beyond what you're capable of because people can limit it.
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  Speaker 1: So and you you reach your limit. Talk to us
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  Speaker 1: about that. Yeah, So, first of all, I just have
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  Speaker 1: this really strong belief that another person's perception of me
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  Speaker 1: shouldn't define where I go. And you got to think
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  Speaker 1: about what that actually looks like. In some spaces, there
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  Speaker 1: 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 our lives
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  Speaker 1: through the path asked at least resistance, Reggie, Okay, And
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  Speaker 1: that means that, like you said earlier, were relationship we
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  Speaker 1: go deep like that. There are people in relationship they
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  Speaker 1: should be getting out of, and there are people who
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  Speaker 1: are a job they should be walking away from, but
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  Speaker 1: they stay there out of fear. They stayed out there
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  Speaker 1: because they don't want to hear somebody complaining, and stay
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  Speaker 1: there because they don't want to hear somebody tell them
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  Speaker 1: that they question their decision making. How in your coaching
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  Speaker 1: do you push people past that? Because you're like, you're
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  Speaker 1: like a a new modern day therapists. You know, you're
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  Speaker 1: not putting us on the couch. Yeah, so you know
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  Speaker 1: we're shan. So first of all, I gotta get people
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  Speaker 1: to be honest with themselves, and I take people through,
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  Speaker 1: you know, a framework. They help them understand what their
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  Speaker 1: truth is about how they're seeing the world, what the
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  Speaker 1: truth of somebody else is, like, managing their perspectives. And
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  Speaker 1: then the highest order I try to get people to
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  Speaker 1: is accepting what they need to accept in order to
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  Speaker 1: move forward and make a difference. So if I view that,
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  Speaker 1: if I look at that, there are some people that
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  Speaker 1: haven't accepted what they need to accept about themselves. And
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  Speaker 1: one of the big things that people don't accept is
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  Speaker 1: that they are much better than anybody else says they are.
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  Speaker 1: Because we let people define who we are and what
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  Speaker 1: our want. And I've put people into situations that say,
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  Speaker 1: let me show you not only what your worth is,
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  Speaker 1: but you be able to articulate that value. Not somebody
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  Speaker 1: else do that for you. And once a person starts
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  Speaker 1: to accept that, they also start to see those things
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  Speaker 1: that they know they have to move past. And that's
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  Speaker 1: that thing you're talking about about resistance. Resistance comes at
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  Speaker 1: you when you are solid and your confidence has no competition.
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  Speaker 1: You know that you're confident in yourself and your abilities.
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  Speaker 1: Resistance goes around, you go right through it. You've got
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  Speaker 1: to get people to see that. You get people to
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  Speaker 1: see that it's that, it's that, it's that. It's like,
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  Speaker 1: that's why a ship has a point, you know, when
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  Speaker 1: it goes to the water. You know, it cuts through
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  Speaker 1: the resistance. That's what you're talking about, you know. And
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  Speaker 1: as it cuts to the resistance, it gets to the destination.
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  Speaker 1: A lot now you've had over was in the bio,
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  Speaker 1: but I'm sure it's more years of experience and delivering
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  Speaker 1: this transformative Like I told you, I've been doing this
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  Speaker 1: so as eighteen. When you really look at it, who
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  Speaker 1: you are, you don't really be defined by the moment
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  Speaker 1: you defined out how you were raised and who put
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  Speaker 1: these I'd say, these seeds in you? Who's put these
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  Speaker 1: seeds in you? Let's let's take a journey back a
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  Speaker 1: little bit, Reggie, who put these seeds in you? Yeah?
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  Speaker 1: So if I look at I'm gonna start back. So
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  Speaker 1: I started off as a classmate training musician, so classical
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  Speaker 1: training pianists, and for years, um I thought that that
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  Speaker 1: was my path. And my father, who was military, I
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  Speaker 1: was raised military. I've never served, but I was raised
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  Speaker 1: military and the discipline that he instilled in me about
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  Speaker 1: how to be successful through discipline and doing what's necessary,
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  Speaker 1: do what you have to do so you can do
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  Speaker 1: what you want to do, and instilled that in me
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  Speaker 1: once I had made the decision, with his help and
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  Speaker 1: the help of some other colleagues, that a classically trained
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  Speaker 1: 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 gonna call some of the things you do. They
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  Speaker 1: decided to manage my life at a young age of fifteen.
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  Speaker 1: So a band. Here, I am having a band and
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  Speaker 1: work and use that bed played every weekend eleven pm
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  Speaker 1: to two am, just doing all the things. But what
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  Speaker 1: it taught me was the organizational skills and the discipline
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  Speaker 1: of creating a team. Because you know this about music.
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  Speaker 1: Music is from my heart and from my soul, but
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  Speaker 1: it is the foundation of everything we do, because that
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  Speaker 1: band would not be the band it is and was
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  Speaker 1: the music the music created would not have landed the
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  Speaker 1: way it was supposed to if we didn't have structure.
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  Speaker 1: I was leading that band. So from that it took
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  Speaker 1: me all throughout my life. I used those tenants of
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  Speaker 1: what it means to create a high performing team, what
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  Speaker 1: it means to lead a team, what it means to
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  Speaker 1: deal with dysfunction, what it means to deal with change
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  Speaker 1: when change, change comes up. And I've taken that all
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  Speaker 1: the way throughout my professional life. Wound up being so interesting.
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  Speaker 1: I wound up was a was a choir director at
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  Speaker 1: a church and one of my one of my choir members, said,
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  Speaker 1: you realize you have a gift for speaking, Um, you
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  Speaker 1: should come, you know, not out of the church, but
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  Speaker 1: you should come, you know, speaking in corporate America. I fought.
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  Speaker 1: I resisted that forever. The school teacher, a school teacher
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  Speaker 1: I had, that means I had twelve months of pay
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  Speaker 1: and three months off. I was like, I'm not messing
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  Speaker 1: up this formula. And then realized, you know, after I
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  Speaker 1: substitute substituted as an instructor, as a trainer UM for
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  Speaker 1: this boutique firm in Cincinnati, Ohio called Globally Management and
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  Speaker 1: Selfing at the time. I'll never forget it. I I
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  Speaker 1: gotta check for that day of training that I did.
• 10:14
  Speaker 1: But I got it like three or four weeks later.
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  Speaker 1: I looked at it, I gave it back. I was like,
• 10:18
  Speaker 1: that's way too much money. That wasn't for me. It's like,
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  Speaker 1: now I'm teacher. Only to realize that what she was
• 10:26
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• 10:29
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• 10:32
  Speaker 1: that continue to give you insights for things you can't
• 10:35
  Speaker 1: see for yourself. I wind up transitioning from being a
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  Speaker 1: school teacher into the corporate space and doing training and development,
• 10:41
  Speaker 1: and at that firm at that time, I had sent
• 10:45
  Speaker 1: it throughout that firm with some great mentors Vincent Brown,
• 10:48
  Speaker 1: Janet Reid, Sam Lynch, John People. All the people that
• 10:51
  Speaker 1: were back at that firm at that time trained me,
• 10:54
  Speaker 1: mentored me, helped me develop the skill that I have
• 10:57
  Speaker 1: now now that I use in my own human capital consultancy.
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  Speaker 1: So a lot of people along the way shaped me.
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  Speaker 1: I agree. That's why because you're a unique individual, because
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  Speaker 1: you bet on yourself and you can't really tell people
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  Speaker 1: how you generate income. You know, you can say it,
• 13:20
  Speaker 1: but they for the average person can put the how
• 13:22
  Speaker 1: does he make money? Does he have a ninety five?
• 13:24
  Speaker 1: Does he work Monday through Friday? When does he have off?
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  Speaker 1: Does he say vacation? Does he too of insurance? So
• 13:30
  Speaker 1: you're that individual that really steps out use the You're
• 13:34
  Speaker 1: the word a lot on faith and faith to the
• 13:35
  Speaker 1: side to your gifts. But I go back to when
• 13:38
  Speaker 1: you were fifteen year old and fifteen years old and
• 13:40
  Speaker 1: your parents managing you. They were shaping the gift because
• 13:44
  Speaker 1: I know the power of music because I was played
• 13:46
  Speaker 1: B flat clarinet, I played tenants saxophone, so I knew that.
• 13:50
  Speaker 1: I know the power of music. Music is so incredible
• 13:55
  Speaker 1: from from an intellectual and also from a discipline standpoint.
• 13:58
  Speaker 1: And as we see you to day, I'm seeing that
• 14:01
  Speaker 1: same discipline. I'm seeing that same skill set up live performances.
• 14:06
  Speaker 1: I'm watching it right now that we're just incubated into
• 14:09
  Speaker 1: you at such an early age. Now is translating those gifts.
• 14:13
  Speaker 1: And I see you Reginald, and I can call your
• 14:16
  Speaker 1: Reginald your parents, but it's Reggie Butler. Excuse me for
• 14:20
  Speaker 1: stepping out into that parent land. But I want to
• 14:23
  Speaker 1: just say that in talking to you, how do you
• 14:26
  Speaker 1: get people to understand their value? Because you're in a
• 14:30
  Speaker 1: human capital and sometimes and I want to just say
• 14:33
  Speaker 1: this real quick before we get this clear. We can
• 14:36
  Speaker 1: blame a lot of issues on the company we work for.
• 14:39
  Speaker 1: We can blame a lot of issues on race. We
• 14:41
  Speaker 1: can blame a lot of issues on a gender, but
• 14:44
  Speaker 1: the core are making that change has to start with
• 14:47
  Speaker 1: how we value ourselves. That's right, talk to us. Yeah,
• 14:52
  Speaker 1: and so one of the frames trying to put people through.
• 14:55
  Speaker 1: So there's two ways to look at it. One way
• 14:58
  Speaker 1: is to look at your lived experience, insist and the
• 15:00
  Speaker 1: comfort zone radius you have around your lived experience. So
• 15:03
  Speaker 1: let's say you grew up in a dual family household,
• 15:06
  Speaker 1: you you went to college, you have all these lived
• 15:08
  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
• 15:15
  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
• 15:22
  Speaker 1: is you look at the comfort zone radius you have
• 15:24
  Speaker 1: around your own life, your lived experiences, and you overlay
• 15:28
  Speaker 1: that on the people that you need to interact with
• 15:30
  Speaker 1: to get you to next or to be in service
• 15:32
  Speaker 1: as somebody else. And you look up, you step back
• 15:35
  Speaker 1: one day and go, I actually have a purpose, Like
• 15:39
  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
• 15:50
  Speaker 1: service of yourself. Some people get um bristle at that
• 15:54
  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
• 16:00
  Speaker 1: or not being selfish. But when you live through the
• 16:03
  Speaker 1: lens of who are you helping what or what what
• 16:08
  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
• 16:20
  Speaker 1: the time, don't negotiate your price and then go. But
• 16:25
  Speaker 1: I have to because negotiation is part of the thing.
• 16:27
  Speaker 1: It's like every time you leave with negotiation, that doesn't
• 16:30
  Speaker 1: mean that means you don't know what you're worth. You
• 16:32
  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
• 16:39
  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.
• 16:47
  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
• 16:53
  Speaker 1: Brushan and you, of all people, I know you know
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  Speaker 1: this that different people because of their different life experiences.
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  Speaker 1: I think there's only one are two ways to do things.
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  Speaker 1: It's not true. There are multiple ways to get to
• 17:04
  Speaker 1: certain locations. There's it's not just one way. And you
• 17:08
  Speaker 1: have to own this thing called change. And I even
• 17:13
  Speaker 1: took this. Most recently, I've started doing it. I've created
• 17:16
  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
• 17:29
  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.
• 17:38
  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
• 17:47
  Speaker 1: to work and up going back to work, like, how
• 17:50
  Speaker 1: do you find your rhythm to get back into what
• 17:53
  Speaker 1: I tell people to stop saying, which is the new normal?
• 17:58
  Speaker 1: Stop it. Stop saying the new normal, because most of
• 18:01
  Speaker 1: you didn't like the last normal. And we're about the ghost.
• 18:04
  Speaker 1: You have to find your rhythm, and it's not returned
• 18:06
  Speaker 1: to work, it's returned to life. What grows in the
• 18:11
  Speaker 1: forest trees, Sure you know what else grows in the forest.
• 18:15
  Speaker 1: Our imagination, our sense of wonder, and our family bonds
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  Speaker 1: grow too, because when we disconnect from this and connect
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  Speaker 1: closer than you think. Find a forest near you and
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  Speaker 1: start exploring. I Discover the Forest dot org brought to
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  Speaker 1: you by the United States Forest Service and the AD Council.
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  Speaker 1: see treasure and pebbles, They see a windy path that
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  Speaker 1: Is this fascinating or help? Find a forest near you
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  Speaker 1: AD Council. Adoption of teams from foster care is a
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  Speaker 1: Adoption Presented by adopt Us Kids, brought to you by
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  Speaker 1: the U. S Department of Health and Human Services, Administration
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  Speaker 1: for Children and Families, and the ad Council. You know
• 19:41
  Speaker 1: what I want. You want to deal with that man?
• 19:43
  Speaker 1: You know when I hear you say that, you know
• 19:44
  Speaker 1: I did the thing that because I've been fortunate in
• 19:48
  Speaker 1: my life. I worked for the Post Office, I work
• 19:51
  Speaker 1: for IBM, so I've worked a for the hour shift.
• 19:53
  Speaker 1: I don't understand hourly wage, to understand how to work
• 19:56
  Speaker 1: overtime and the process of individual and a personal job
• 20:00
  Speaker 1: frustration because you did with a lot of individuals who
• 20:03
  Speaker 1: live in at forty hour week structure. Because we're gonna
• 20:07
  Speaker 1: talk about Google contracts you just recently to develop their
• 20:11
  Speaker 1: own diversity, equity and inclusion programs. I talked about that
• 20:14
  Speaker 1: because when you come in and do a program like that,
• 20:18
  Speaker 1: there has to be two sides of this development that
• 20:21
  Speaker 1: has been an acknowledgement that just because of you feel
• 20:26
  Speaker 1: that another person always. Let me just share this quick
• 20:28
  Speaker 1: story with you right quick. When I b m I UM,
• 20:31
  Speaker 1: I got hied with two other white guys and I
• 20:34
  Speaker 1: came in simultaneously, and my supervisor asked me, oh, my goal,
• 20:39
  Speaker 1: what I want to do? And I told him I
• 20:41
  Speaker 1: didn't know at the time. Okay, he's okay, whenever you
• 20:43
  Speaker 1: figured out Rashon, come back and coming just tell me
• 20:46
  Speaker 1: that my doors open. Well. Too much went by. Three
• 20:50
  Speaker 1: months went by. I still hadn't went back in that door,
• 20:53
  Speaker 1: and the white guys started getting other assignments, and guess what.
• 20:57
  Speaker 1: I started huddling up with my Hey, this is wrong.
• 20:59
  Speaker 1: It's racial thing going on in here. Rachel, what's going
• 21:02
  Speaker 1: on here? And I went and storming in that office
• 21:04
  Speaker 1: and set down with my supervice. Said, hey, man, look
• 21:06
  Speaker 1: we started at the same time. Why are they doing
• 21:09
  Speaker 1: more than I am doing? He said, Rashaan, I asked
• 21:13
  Speaker 1: you on your first day, what were your goals? What
• 21:16
  Speaker 1: did you want to do with this company? You told
• 21:17
  Speaker 1: me you're gonna get back with me. When they got
• 21:20
  Speaker 1: back with me, that their very first day, and they're
• 21:23
  Speaker 1: only doing the things that they I'm helping them do
• 21:26
  Speaker 1: the things that they say they want to complish. That
• 21:27
  Speaker 1: the company, I say that, to put that statement out
• 21:30
  Speaker 1: in front of you, just say, I'm not gonna point
• 21:32
  Speaker 1: in their fingers on this, Reggie, I'm gonna tell you
• 21:34
  Speaker 1: I've been the I want to say, the person who
• 21:37
  Speaker 1: sitting in the corner mad, But I didn't do my job.
• 21:42
  Speaker 1: So who am I mad at? So that now you
• 21:44
  Speaker 1: have to come in with a company like Google trying
• 21:48
  Speaker 1: to change the environment. But no, there are some rushawn
• 21:51
  Speaker 1: sitting out there who had told Google or darn thing
• 21:54
  Speaker 1: about what they want to do. Correct. Yeah, and I
• 21:58
  Speaker 1: will tell you one of the So there are a
• 22:01
  Speaker 1: lot of companies in the portfolios, you know, always from
• 22:05
  Speaker 1: big tech and health care and retail and you know,
• 22:08
  Speaker 1: professional services, automotive, all the things. But here's here's what happens.
• 22:12
  Speaker 1: When you have an organization that that's big, like like
• 22:15
  Speaker 1: a Google, they have the resources to actually investigate and
• 22:18
  Speaker 1: use data to actually drive towards the source of what
• 22:22
  Speaker 1: the issue is. So they had a hypothesis that the
• 22:25
  Speaker 1: people that are black, Latin x UM and women are
• 22:29
  Speaker 1: having different lived experiences inside the organization and instead of
• 22:33
  Speaker 1: going to the mad Rushians, instead of going to the
• 22:36
  Speaker 1: people in the organization and trying to focus on making
• 22:39
  Speaker 1: them feel better, they decided, let's go to the manager
• 22:41
  Speaker 1: population who makes decisions about them every day and get
• 22:45
  Speaker 1: them to understand that the lived experiences aren't the same.
• 22:49
  Speaker 1: And it was It's amazing when a when an organization
• 22:53
  Speaker 1: understands that it's about shifting the culture, not changing the people.
• 22:58
  Speaker 1: And that's what I do at the firm. We actually
• 23:00
  Speaker 1: work across change management, but we do it through the
• 23:03
  Speaker 1: lens of culture. So if there's a people issue to address,
• 23:07
  Speaker 1: we address it through the culture. We don't address it
• 23:09
  Speaker 1: through the people. We address it through the culture, and
• 23:12
  Speaker 1: sometimes the culture will will dictate to us after we
• 23:15
  Speaker 1: do some audit or something like that. It's to find
• 23:17
  Speaker 1: out where where is the issue, where is the problem,
• 23:20
  Speaker 1: let's solve it and so what we what we wound
• 23:23
  Speaker 1: up doing, which is why the Ford's article we got highlighted.
• 23:27
  Speaker 1: We we created a very experiential program that was the
• 23:32
  Speaker 1: at the intersection of understanding the experience of black and
• 23:36
  Speaker 1: brown people, of women, and anybody that was in an
• 23:40
  Speaker 1: underrepresented group and taking it through the lens of art.
• 23:43
  Speaker 1: So we use performance artists, we use singers, we use musicians,
• 23:48
  Speaker 1: we use drummers, we use interpretive dancers, same type of
• 23:52
  Speaker 1: diversity training that most people would say, So, let's talk
• 23:55
  Speaker 1: about what it's like to be black here at this organization.
• 23:57
  Speaker 1: Let's talk about what it's like. Instead of just talking
• 24:00
  Speaker 1: to them, we showed them. We created an experience. So
• 24:04
  Speaker 1: just think you have a room of dominant culture people,
• 24:07
  Speaker 1: mostly white, sitting there trying to understand what is like
• 24:10
  Speaker 1: to be somebody that's not them, that doesn't have the
• 24:13
  Speaker 1: lived experience they do. But the way they get the
• 24:15
  Speaker 1: message it's through through art. So we had someone curate
• 24:20
  Speaker 1: an art piece and explain why this piece of art
• 24:22
  Speaker 1: was done and the reason it was done because this
• 24:24
  Speaker 1: person feels invisible and that's why this piece of art
• 24:27
  Speaker 1: looks like that. We would then turn to the audience
• 24:30
  Speaker 1: and say, is there anybody on your team that feels
• 24:32
  Speaker 1: like they are invisible? And what's that reason? Can you
• 24:35
  Speaker 1: do anything about it? It's so different. We took some
• 24:38
  Speaker 1: survey results. This was one of one of the most
• 24:40
  Speaker 1: interesting things. You know, how you do these inclusions or
• 24:43
  Speaker 1: every organization does surveys to see how the people there
• 24:45
  Speaker 1: people feel, and one of the questions was about inclusion.
• 24:48
  Speaker 1: Do you feel like you feel included? And the score
• 24:50
  Speaker 1: was was pretty low. We took some of the comments
• 24:53
  Speaker 1: from the survey that said, this is what it feels
• 24:56
  Speaker 1: like for me to be here, I don't feel like
• 24:57
  Speaker 1: I'm seeing etcetera, etcetera. We took the comments, we strung
• 25:01
  Speaker 1: them together, put a music bed under it, and then
• 25:04
  Speaker 1: had dancers to interpret the dance to it to show
• 25:07
  Speaker 1: the emotion. Because as long as it's just data in
• 25:11
  Speaker 1: one dimension on the page, in a survey, in a spreadsheet,
• 25:14
  Speaker 1: you can't feel that. So we created a story and
• 25:19
  Speaker 1: the narrative that allowed people to feel that's the next
• 25:23
  Speaker 1: space we sit in. I am Rushan. You know this.
• 25:26
  Speaker 1: You can talk and complain all you want until you
• 25:28
  Speaker 1: get somebody to feel mean, connect the emotion with the intellect.
• 25:32
  Speaker 1: You won't get changed to happen, you know. And you're
• 25:35
  Speaker 1: absolutely correct, And because this is what this interview is about. Change,
• 25:39
  Speaker 1: also about acceptance, also about recognizing, like you said, you're
• 25:43
  Speaker 1: not invisible and and and so you know, being that
• 25:47
  Speaker 1: I I've walked these different lanes and entertainment, you know,
• 25:50
  Speaker 1: and you uh, the corporate robbin entrepreneur. And then but
• 25:53
  Speaker 1: that works space, that's really the key dynamic, especially have
• 25:57
  Speaker 1: working remotely. That's the that's the that's the other part
• 26:00
  Speaker 1: of the conversation. Maybe you broke down the three that
• 26:03
  Speaker 1: working remotely now also leads to damage because of the
• 26:07
  Speaker 1: fact that how do you how do you properly supervise
• 26:12
  Speaker 1: somebody who's working from home? How do you properly promote
• 26:14
  Speaker 1: somebody who's working from home? Which creates another ant? And
• 26:19
  Speaker 1: am I being treated right? Am I going to get
• 26:21
  Speaker 1: a proper recognition for the work I'm producing? Your world
• 26:25
  Speaker 1: has gotten even more complicated in a good way. That's right,
• 26:29
  Speaker 1: in a good way. With the remote tool there's suddenly
• 26:32
  Speaker 1: been thrown into your little tool box. Yeah, yeah, I've
• 26:36
  Speaker 1: got I have no charge of examples of people doing
• 26:39
  Speaker 1: the un ramped back into work. So you do realize that,
• 26:42
  Speaker 1: I think everybody knows it. So a lot of companies
• 26:44
  Speaker 1: actually experienced exponential growth over the last fifteen months, and
• 26:47
  Speaker 1: they hired a lot of people virtually and they never
• 26:50
  Speaker 1: met them, so they have to deal with that. Then
• 26:54
  Speaker 1: you have some companies that decided, hey, I didn't know
• 26:57
  Speaker 1: this flexible work thing was actually gonna work. And now
• 26:59
  Speaker 1: that's working, I don't need him to come back and
• 27:01
  Speaker 1: need him to stay home. Okay, So now you got
• 27:04
  Speaker 1: that population, then you have the what everybody's saying is
• 27:07
  Speaker 1: the hybrid population where your own rotation that comes to
• 27:10
  Speaker 1: the building, but you only have to come in for
• 27:11
  Speaker 1: two days and you have to rotate with somebody else.
• 27:14
  Speaker 1: Now you've got a manager who's never ever had to
• 27:18
  Speaker 1: do that before. They don't know how to do that,
• 27:21
  Speaker 1: and they are ill equipped. They're they're well intended though,
• 27:25
  Speaker 1: because they are trying. And what we try to do
• 27:28
  Speaker 1: is put some framing around to say just the just
• 27:31
  Speaker 1: all of the different versions and iterations you're gonna have
• 27:34
  Speaker 1: to go through. Do not look for a new normal soon.
• 27:37
  Speaker 1: Because it's a phased approach. You still have to create
• 27:41
  Speaker 1: human connection and you have to do it through screens.
• 27:45
  Speaker 1: I'm gonna give you. I give you a tip. I
• 27:46
  Speaker 1: told the manager the other day, I said, when you
• 27:49
  Speaker 1: everybody's back, you've been doing all these things, would you
• 27:52
  Speaker 1: stop asking people on Mondays how their weekend was. It's
• 27:57
  Speaker 1: not inclusive. What are you talking about? I said, think
• 28:00
  Speaker 1: about the pandemic all of them. Do you realize that
• 28:03
  Speaker 1: some people the last thing they want to talk about
• 28:06
  Speaker 1: what they had to deal with on the weekend. Right,
• 28:09
  Speaker 1: I love somebody to covide I'm going through a divorce,
• 28:12
  Speaker 1: my friends are out of jobs. I'm still trumping, I
• 28:14
  Speaker 1: still doing zoom school. But I hear some of my
• 28:17
  Speaker 1: colleagues on the car when you ask what did you
• 28:19
  Speaker 1: do over the weekend, It's like, Oh, I was able
• 28:21
  Speaker 1: to go hike game. I feel so much better now.
• 28:24
  Speaker 1: It's like, that's not my experience, right, I'm telling managers now,
• 28:29
  Speaker 1: pay attention to the questions you asked. A much better
• 28:31
  Speaker 1: question is not how is your weekend? A better question
• 28:35
  Speaker 1: as a leader right now is to say what's important
• 28:38
  Speaker 1: to you this week? And how can I help? And
• 28:40
  Speaker 1: also it was important how are you doing that's important
• 28:43
  Speaker 1: to because what happens is The interesting thing about the
• 28:46
  Speaker 1: work at home dynamic reggids we wrapt us up is
• 28:50
  Speaker 1: that you got kids. You might have a wife running
• 28:53
  Speaker 1: around in the background, you might have a dog barking,
• 28:56
  Speaker 1: you might you know, your electrician might show up at
• 29:00
  Speaker 1: the same time that your beatings. Going over to zoom
• 29:02
  Speaker 1: call is bringing on a whole slew of dynamics that
• 29:07
  Speaker 1: can make you look unprofessional, which can in turn impact
• 29:11
  Speaker 1: how you think you're being perceived by the company that's
• 29:14
  Speaker 1: hiring you. So when you lay out these shields, and
• 29:16
  Speaker 1: when you when you get hired by our company like Google,
• 29:19
  Speaker 1: like I said, they brought you in and you use
• 29:21
  Speaker 1: these bigger words diversity, training, equity, inclusion, that's a lot
• 29:27
  Speaker 1: to put on your plate. How do you how do
• 29:30
  Speaker 1: you not replicate because every every situation is different. I
• 29:33
  Speaker 1: always say that everything fintech, health companies, you you don't
• 29:37
  Speaker 1: bring the same model in. How do you bring a
• 29:39
  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
• 29:50
  Speaker 1: go in and say, I don't need you to do
• 29:52
  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
• 29:56
  Speaker 1: to start where you are and which I try to get, Uh,
• 29:59
  Speaker 1: you know, companies, businesses, people's individuals start where you are,
• 30:02
  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
• 30:11
  Speaker 1: going can we start with now and focus on the future.
• 30:15
  Speaker 1: Think about the past already happened. You have so much data,
• 30:19
  Speaker 1: so much surveys. How much data do you need to
• 30:22
  Speaker 1: know that things are just a little messed up and
• 30:25
  Speaker 1: that there is an answer. Let's go with what we
• 30:27
  Speaker 1: know and move forward. I tell people all the time,
• 30:30
  Speaker 1: create forward momentum. If you're not creating forward momentum, you're
• 30:34
  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.
• 30:41
  Speaker 1: I call it ther relevancy paradigm. You spend a lot
• 30:44
  Speaker 1: of energy on a lot of stuff. You do a
• 30:45
  Speaker 1: lot of actions. If it's not having any impact and
• 30:48
  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. Sir, you're standing there,
• 31:01
  Speaker 1: and it's engaging me so much because you probably know
• 31:04
  Speaker 1: that yourself. You know, I've never interviewed anybody standing that
• 31:08
  Speaker 1: is so important and so powerful because I feel like
• 31:11
  Speaker 1: you're communicating with me. I feel like that if you
• 31:14
  Speaker 1: extended your hand right now ready, I would probably I'll
• 31:17
  Speaker 1: probably stand my hands trying to shake it because it
• 31:20
  Speaker 1: feels so natural. You feel me. So if if you're
• 31:24
  Speaker 1: doing it like this, keep doing it like this. This
• 31:26
  Speaker 1: is fantastic. You're very welcoming personality. You feel with the
• 31:30
  Speaker 1: world a world of information. I will be the first
• 31:34
  Speaker 1: to life or whatever you do. Send me your flyers,
• 31:36
  Speaker 1: send me all your information so I can put it
• 31:38
  Speaker 1: on my social media. And let's keep building your brand
• 31:41
  Speaker 1: and also changing lives because that's what you're doing. You're
• 31:43
  Speaker 1: changing lives black and brown people. We're good. We're good man,
• 31:47
  Speaker 1: and you keep doing what you're doing. I'm telling you
• 31:49
  Speaker 1: what you do matters. I know you may not get
• 31:51
  Speaker 1: that a lot, but I'm telling you it does work.
• 31:54
  Speaker 1: I don't care. I don't care what you say. I
• 31:57
  Speaker 1: don't care if you don't get the accolades you think
• 31:59
  Speaker 1: you deserve. You are making a difference. We need you
• 32:02
  Speaker 1: to be you in this space. Will thank you, thank
• 32:05
  Speaker 1: you for everything, and thank you for coming on Money
• 32:07
  Speaker 1: Making Conversation. If you want to see this interview or
• 32:09
  Speaker 1: hear this interview on Money Making Conversation, please go to
• 32:12
  Speaker 1: money Making Conversation dot com. I with Sean McDonald. I
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