Cash flow, creativity, and compassion are not mutually exclusive™

Minette Norman: Psychological Safety

To unleash the potential of all employees in your organization, you need to create an environment where they feel safe enough to offer new ideas, speak up about risks, and bring their unique perspectives. If your culture lacks psychological safety, you could be missing out on opportunities or running headfirst into costly and avoidable risks. 

Today,Minette Norman, speaker, consultant, and co-author of the Psychological Safety Playbook, defines psychological safety and how it’s intertwined with inclusivity and trust, and what role empathy plays in creating such a culture. We discuss clear markers of a psychologically safe culture, and what organizations miss out on when they punish dissent, failure, or authenticity. Finally, Minette shares fabulous and actionable ways you can work toward a more psychologically safe culture where your people do their best work. Today’s episode is full of so many gems, take a listen.

To access this episode transcript, please scroll down below.

Key Takeaways:

  • If people do not feel psychologically safe, they will not feel like they can speak up. Their amazing ideas will go unheard. Their points of view will go unseen. 
  • Disagreement without personal attack is a sign of psychological safety. 
  • It is important that leaders are more equipped and trained to have these conversations, with the correct vocabulary and understanding to talk about psychological safety. 

“You don’t come into a room and say ‘This is a safe environment.’ It happens over time when people see repeatedly that there will be no ramifications from speaking up. It takes time, consistency, and practice.” —  Minette Norman

Episode References: 

About Minette Norman:

With decades od experience in the software industry, Minette Norman now focuses on developing transformational leaders who create inclusive working environments rooted in psychological safety. Minette has extensive experience leading globally distributed teams and believes that when groups leverage diversity, breakthroughs happen. Before starting her own consultancy she was VP of Engineering Practice at Autodesk, where she transformed how Autodesk developed software. Responsible for more than 3,500 engineers around the globe, she focused on state-of-the-art engineering practices while nurturing a collaborative and inclusive culture.

Minette is a keynote speaker on inclusive leadership, psychological safety in the workplace, and embracing empathy. Named in 2017 as one of the “Most Influential Women in Bay Area Business” by the San Francisco Business Times and as “Business Role Model of the Year” in the 2018 Women in IT/Silicon Valley Awards, Minette is a recognized leader with a unique perspective.

Minette has co-authored he Psychological Safety Playbook: Lead More Powerfully by Being More Human and her second book, The Boldly Inclusive Leader, publishes August 2023.

Connect with Minette Norman:  

Website: https://www.minettenorman.com/

Book: Psychological Safety Playbook: Lead More Powerfully by Being More Human https://thepsychologicalsafetyplaybook.com

Twitter: https://twitter.com/minettenorman 

LinkedIn: https://www.linkedin.com/in/minettenorman/ 

Facebook: https://www.facebook.com/minetten 

Instagram: https://www.instagram.com/minettenorman/ 

Don’t forget to download your free guide! Discover The 5 Business Benefits of Empathy: http://red-slice.com/business-benefits-empathy

Connect with Maria: 

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FULL TRANSCRIPT BELOW:

Welcome to the empathy edge podcast the show that proves why cash flow, creativity and compassion are not mutually exclusive. I’m your host, Maria Ross. I’m a speaker, author, mom, facilitator and empathy advocate. And here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society, it’s great for business. To unleash the potential of all employees for the good of your organization, you need to create an environment where they feel safe enough to unleash that potential, where they can offer new ideas, speak up about risks, and bring their unique perspectives, even if that means contrary opinions. If your culture lacks psychological safety, you could be missing out on opportunities or running headfirst into costly and avoidable risks. Today, my guest is manette Norman speaker, consultant and co author of the psychological safety playbook. She brings decades of leadership experience in the software industry to her consulting practice, which is focused on developing transformational leaders who create inclusive working environments with a foundation of psychological safety. Manette has extensive experience leading globally distributed teams, and believes that when groups leverage diversity in all its forms, breakthroughs happen. Her most recent position before launching her consultancy, was vice president of engineering practice at Autodesk, where she transformed how Autodesk developed software responsible for influencing more than 3500 engineers around the globe. She focused on state of the art engineering practices, while nurturing a collaborative and inclusive culture. Today manette defines psychological safety and how it’s intertwined with inclusivity, and trust, and what role empathy plays in creating such a culture. We discuss clear markers of a psychologically safe culture, what organizations miss out on when they punish dissent, failure or authenticity, and manette shares fabulous and actionable ways you can work toward a more psychologically safe culture where your people do their best work. Today’s episode is full of so many gems, take a listen. Big welcome and net to the empathy edge Podcast. I’m so excited to talk to you about this idea and this concept of psychological safety because it is out there and many of us don’t understand it. So welcome to the show. Thanks for having me, Maria,

Minette Norman  03:25

really happy to be here with you.

Maria Ross  03:27

So before we kick off, can you tell us briefly what brought you to this work and to becoming an expert in psychological safety? Ooh, well, it’s

Minette Norman  03:36

a rather long story that I’m going to try to make short. I spent 30 years in the software industry. And I started out as an individual contributor, I actually got my start as a technical writer. And I then worked my way up through various management positions, I ended up the last five years in the industry as the VP of engineering practice at Autodesk. And I was leading really large teams, you know, like 3500 engineers around the globe. And I had this interesting charter and my charter was to get people to start working together in a very fragmented and siloed company, to use common tools and to share code. And what I realized in this, you know, five year journey of the job was that this was not a technical problem. Although that we had some technical challenges. It was about human behavior. It was about a willingness to listen to other viewpoints and not be right and not be convinced that your way was the only way. So that was part of it. It was like how do we get people to collaborate? So I was just getting myself in education in collaboration and listening and communication and empathy. And all of those things came up for me at the same time. Here I was I was the first woman who had lead engineering. I felt very much like I wasn’t part of the insider’s club. I’ve been mentoring a lot of women. I was increasingly working with people from other underrepresented communities and I was we were just starting to really talk about diversity, equity and inclusion. She’s in sort of the preliminary days of it. And I was finding myself just being more and more of a champion for all of us who felt like we didn’t have a voice. And I cannot tell you how many meetings I was a part of, and probably many that I led myself, where I didn’t feel I had I could speak up, or I could really, you know, challenge when I disagreed, and I’m sure people in my organization didn’t always feel that way, either. So I came across, I think, I can’t remember the order. But I was doing some research for a keynote that I was giving. And I found the research that Google had done on psychological safety project, Aristotle, which is well known. And I also found Amy Edmondson is work which Google found when they were doing their research. And her book came out sometime in that timeframe, the fearless organization. So I just started realizing that, oh, psychological safety is a term I didn’t know before. And yet, it is just fundamental to all of the things that I was trying to work on, including collaboration, and including inclusion and equity, that without this feeling, and maybe I’ll just define it right here. So we really are on the same page. Without the feeling that in this team, this is a safe place for me to ask a question, speak up, if I disagree, challenge, the dominant viewpoint without fear of being excluded, being embarrassed, being marginalized. So that’s basically it. And although it sounds like I kind of don’t like the term because it sounds so geeky and academic, but the way I come back to it is it is a deeply human experience. And all of us really need to feel heard and seen and valued and respected for who we are. And without that foundation of psychological safety, where, yes, I can have a different viewpoint I can dissent, I can challenge, then what happens is we all hold back, and we don’t, we don’t share our gifts with the world, we don’t share what’s unique about us, we don’t share our experience and our unique mind. And the organization doesn’t benefit from everything we have to offer. So that’s how I came to it. And then ultimately, you know, I won’t, I won’t share the full story. But I felt that my voice was no longer really welcome. After a certain point, you know, leadership changes, things change within an organization. And I felt like the way I was challenging was maybe a bit much. And I left, I left in 2019. And I had to do a lot of soul searching about what’s important to me after I actually didn’t think I would start my own business, because I’d been inside for 30 years, right, kind of institutionalized in working for a company. But I felt like you know, what’s really important to me is everything I have learned over these decades, I want to share with other leaders, because I actually believe most managers and leaders want to do the right thing. They want to have high performing teams and engaged employees, but they don’t know how you and I feel like you know, we don’t train managers, I was never properly trained. As a manager, I learned through, you know, a few classes here and there and watching role models, and also seeing really poor role models and what I didn’t want to do, I felt like we should just do a better job of training managers. And so you know, I started this work on inclusive leadership, and I do speaking and, and workshops to try to help more managers do better. Wow, so much to unpack there. But yeah, I

Maria Ross  08:12

mean, I think it’s so important. I too, came from having worked for other people my entire career, and having great success with that, and then sort of got thrust into entrepreneurship. And when you think back, you realize that so much of when you you felt like you were in a dysfunctional environment, was really about not feeling psychologically safe. And I kind of equate that I don’t know if this is wrong to do this. But I feel like it’s so closely linked with trust. Because if I trust the people I’m working with and my manager, I know, I can take risks. I know I can play devil’s advocate. I know I can disagree. And so I never in my mind thought of it in terms of safety before but it is true. It’s about what do I feel okay with revealing about myself with contributing to the conversation, and we lose out I mean, if we need to make the business case, it’s similar as it is for empathy. We lose out on innovation, we lose out on engagement, like this is not just some like woowoo fluffy thing. It’s if people don’t speak up, they don’t contribute their gifts. And if they see a project going off the rails, they don’t warn you. They don’t say anything because they don’t want to be that person. That is doom and gloom, right? So but if you have a trusting environment, you can say what you mean, you can mean what you say, you can be okay, with a little bit of conflict, a little bit of disagreement. And most importantly, from an inclusivity perspective, you can feel okay with being yourself and bringing yourself to work and any of your identities, whether you’re gay or straight or trans, whatever religion you are, whatever nationality you are, whatever race you are, and then you’re able to contribute that point of view to make better business decisions because you might see thinks differently than another person does. So I love the work that you’re doing. And I want to talk about, I actually have like a quirky question for you. Yeah. Can you have an inclusive culture? If people don’t feel psychologically safe? And vice versa? If people don’t feel like you have an inclusive culture? Can they still feel like it’s a psychologically safe place to be? Or do you have to have all or none?

Minette Norman  10:25

So first of all, I love that you asked that I don’t think it’s quirky at all, I believe, and I’m not alone in this. But I really believe that they are intrinsically linked and that you do not get inclusion without psychological safety. And vice versa. If you had to put one first, I guess, I would say that maybe the safety is the first level of getting to inclusion, right? Because you do have to feel safe to show who you are and how you think. But they’re very, very closely linked. And I think, you know, there’s so much emphasis on diversity and diversity hiring. But what companies and organizations and often managers forget about is that, are you going to really benefit from the diverse talent that you’ve hired, if you don’t work really hard on creating that safe and inclusive culture? And my answer is no. And in fact, work on that culture as your starting point. Because anyone who comes in and sees that this is not a place where I can actually challenge things and speak up, they’re not going to stick around or they’ll they’ll check out.

Maria Ross  11:23

Absolutely. And I know that you know, with your book, the psychological safety playbook, it’s I love that it is a playbook because I think there’s many leaders nodding their heads going, okay, yeah, I’m on board, I want to create a psychologically safe culture. How do we do that? Exactly. That’s why we wrote the book. Well, number one, where would you start? How could you start? Realistically, and without doing harm? Assess if you do have a cycle, like assess the level of psychological safety in your organization? Because I would, I would imagine that the first step is to get the pulse of

Minette Norman  11:57

where we are now. Yeah, and there’s a very simple assessment. In fact, how I came to end up writing this book with Colleen Helbig, who’s in Germany, is that we got a certification in running assessments based on Amy Edmondson has worked there seven questions, essentially, she includes them in her book, The fearless organization, and they have basically give you a score of psychological safety across four dimensions. And it’s a great place, especially I found for any organization that feels that data is important. It’s a great data point to say, this is where this team is today, in terms of psychological safety, I don’t recommend doing an assessment and then saying, Okay, we’re good, right? Because the thing is, really, what do you do with the data? And so, for me, it’s like, okay, what are we going to do, even if you have a relatively high score, there’s always something to be done. So without action afterwards, you know, it’s just data data for data’s sake. But it’s a great way to come into an award totally an on premise. You know, practitioners like me, and they’re there. I don’t know, there may be 100, people who are now certified in the methodology we can come in, it’s utterly anonymous. We’re the only ones who have access to the data. And then we can come in to facilitate a conversation with a team. And I think it’s really for me, it’s funny, like, it almost doesn’t matter what the data is, it’s having that first conversation, and opening the door to talking about what’s really going on here.

Maria Ross  13:17

Can you actually assess if the environment is not psychologically safe, though? Will people be honest in their answers?

Minette Norman  13:23

Well, it depends if they believe in anonymity. Got it? Yeah, it’s you know, that’s the thing like I that’s also true on employee surveys, like, I remember back when I was at Autodesk, we would run these big surveys. And some people were like, I don’t believe it’s anonymous, right? So if that’s the case, that’s going to be the case everywhere. But if if they can really be convinced, honestly, it’s anonymous, no one’s going to know. The other thing that’s interesting about it is that if there are extremes in the data, the way this survey works, is that you throw out the extremes when you show the team their data, so that no one’s gonna be there. Like, okay, what if I scored zero, and they’re gonna know who it is? So if there’s one person who score zero, we’re not going to show that when we write.

Maria Ross  14:02

Right, I think well, I mean, you know, not that the show is about plugging. But I think that it’s important to have someone external come in and conduct that and facilitate that data, someone who doesn’t have any skin, political skin in the game. Exactly. I think that that’s important for accuracy of the data. Right. So tell me a little bit about how you see psychological safety, manifesting itself. So can you give us some examples of markers of if you see this are folks listening? No, this is part of their environment. They can feel somewhat good about the fact that there’s aspects of psychological safety happening in their workplace. Yeah,

Minette Norman  14:44

there’s some there’s some really, I would say they’re almost tells about so Yeah, exactly. So one is like if a leader of a team, you know, can be a sea level, it can be a first line manager. It can be anyone in between, but if a leader of a team actually invites dis intent and other viewpoints. I mean, I’m really actively invited in and like we in our playbook, we actually say, if you’re a leader, one of the things you should do is ask the question, What am I missing? Right? Because you really want to get those other points of view. And then if those leaders actually listen without getting defensive, eventually, yeah, yes, exactly. With curiosity, exactly, wanting to understand and seeking to understand as opposed to refute, or to put their viewpoint forward. Those are so that’s one tell, you know, another Talon, I remember, this is something that I remember from early in my career, and I didn’t know at all what it was at the time, but it was so special. I was part of a team way back in the early days of Silicon Valley. And we had a super high level of psychological safety. And these were the markers of that team. We were cross functional, we all have different talents, we were very egalitarian even in how we ran meetings. So without anyone coming in and telling us to do this, we took turns taking notes. And you know, you certainly probably know this Maria. In many settings, it’s the women and the marginalize people who do the office housework, which is a Note taking is one of those things, we were a group of men and women and we all took turns taking notes, no one had the burden every time, we also, without formalizing it, we really had equal talking time. And that’s also a marker of psychological safety, that every single member of the team speaks more or less equally. But what’s and here’s the opposite marker, which is really common is that you’re in a group of 10. And two or three people dominate the conversation and the other seven or eight, hold back, you can even see in their body language, they’re sitting back, they’re not speaking up. And that’s generally a sign that there’s something going on here. And it’s probably not fully safe. Another marker of an unsafe environment is that you have the meeting, and I talk about meetings, because so much of how we live out our culture is in meetings, right? And that manifests, like, what happens in meetings is kind of what’s the culture is all about, if you’re going to meeting and you know, let’s say the leader got up and said, This is what we’re doing this quarter. And you know, this is what I expect of all of you. And everyone nods their head and said, you were ever on board, and you walk out of the room, or you have the slack afterwards. And it’s like, there’s no way in hell this is ever going to work. It’s the meeting after the meeting. Yeah, it was comfortable speaking up inside the actual meeting. That’s a lack of psychological safety. Right? Now, I could go on and on. But I’m gonna give one more, which I think is important. And that is a sign of a psychologically safe team. And that is that people do disagree with one another. And that they can argue in a respectful way. So it’s not. And this is where the fine line is, is that people are not being unnaturally polite with one another when people are super polite, and cautious. It’s probably because they don’t feel safe, when you can have a heated argument. But it’s not personal. It’s like, Maria, I see things from a totally different point of view, is it okay, if I share that, but I’m not attacking you and saying, Ray, you’re an idiot for saying that right? Sir. I’m not making people feel badly about their perspective. But it’s like I have a very different viewpoint, it can be an argument, and we have a way to get through it. And no one feels hurt, or rejected or marginalized after that, right?

Maria Ross  18:18

I’m wondering too, if this is bringing to mind the role of humor in the workplace. And I had a lovely guest on the show, about two years ago, Kathy coats guest who you may be familiar with, she speaks a lot about being human, and injecting principles of improv and comedy into your culture, but for the purpose of creating trust, but she also talks about the fact that you can’t just inject humor into your culture, if there is no trust. So they’re very closely aligned. I’m wondering if that’s one of your markers at all, if colleagues can joke around with each other, if managers and their direct reports can joke around with each other and sort of kill each other and roast each other? Is that a sign that it’s psychologically safe?

Minette Norman  19:02

Yeah, generally. And in fact, we have that in our book that in there’s there’s good evidence about that. I thought you were going to mention Naomi by Jonas and Jennifer acre, who have a book about humor at work, and I forget what it’s called, but we referenced it in the playbook. But yes, humor is a sign that we are safe, especially when you know we can make fun of ourselves, for our leaders to actually laugh at themselves. And then at one another, and any night, go back to that same team. I was mentioning that I was a part of we joked around all the time all the time, like our little ways of kid and each other and he’s like, you know, it would be about my quirks and their quirks but it was never hurtful. It was because we cared about each other. We knew each other we trusted each other. And I will come back to your your mention of improv. So improv. We include sort of that. Yes. And you know that yes. And concept from improv in our playbook. I’ll tell you a story of when I was leading a team I was leading a really senior team at at Autodesk and I had one of these leadership offsides and I had a group that was, honestly we were pretty fragmented, I had inherited a bunch of functions. So I had like, senior directors who all reported to me and they all lead different functions. And we couldn’t figure out how to come together as a team. It was just like a bunch of silos. And I had this off site. And one of the people in my organization was an improv actor. And she actually, he’s in San Francisco and does improv regularly on the weekends. And I invited her in for a half day. And we did improv. And you know, the funny thing about it is that I had a group of some very, very serious introverts and engineers who like, if I had said to them, we’re going to do improv tomorrow, they would have called in sick, they wouldn’t have shown up on our agenda, we just had like team activity. Right, right. Right, right. But it just like we all laughed in the most outrageous ways, because, first of all, we all made ourselves look like idiots. But it was also it was very low risk. So you with humor, I think part of like getting levity into the environment and making it safe, it has to be very low risk, and you have to be like, we’re either all going to be embarrassed together. Round, no one’s going to be very, you know, intimate, right? Doing was like very simple, silly things. And then we all laugh together. And it was incredibly bonding. And, and the result of that, so it wasn’t just that we laughed for half a day, and then went back to work. Yeah. But the result of that was every time we had a staff meeting after that, when we started to get into a conversation where someone was like putting someone down, which would happen, or not listening, or like talking over, we had this code language that we started to use, and we would just all say, yes, and, and just to remind ourselves of like, the power of building on one another, as opposed to tearing each other down. And the Yes, but it’s never gonna work. Yes. And it’s just like from improv is such a powerful way to really be inclusive to all the ideas into human human voices. So we we took that forward, and I think it really made a big difference in our team dynamics.

Maria Ross  21:55

I love it so much. And I think we’ve kind of danced around it, but what, what is the importance of empathy and creating that psychologically safe environment? How? Well,

Minette Norman  22:05

you know, I think it’s so interested, again, intrinsically linked, like with inclusion, because we have to care about the experiences of the people around us. And really, that’s, you know, that’s what empathy is, in a nutshell, is that we can’t and you know, the other thing about the myth of like walking in someone else’s shoes, you can’t, but you have to try to imagine what they’re going through, you have to care about what they’re going through, in order to make it safe for them. And so like, you know, for example, like, if you’re here, I was a white woman in a leadership position, and I was dealing with people from underrepresented groups, I don’t know what it’s like to be a black man or an Asian woman in the workplace. But I know that they’re dealing with things I’m not, and I need to care about their experience, even if I cannot live their life, you know, I ran. So I think there’s just the the Caring about other people’s experiences. And trying, you know, the compassion that goes along with empathy, so often is that I want to make it better. And I care that you’re having a good experience. And I can hear that we collectively, are all having a good experience. So that’s why I think they’re very, very closely linked. So I have kind

Maria Ross  23:12

of an interesting question that I’ve been hearing from a lot of leaders who are who are sold on wanting to be more empathetic. And you and I may have talked about this in the past. But the challenge they’re having is that in their quest to be more empathetic leaders, they are finding that they’re being met with employees who are sort of using the psychology as a weapon, they’re using empathy as a weapon in terms of, you know, there’s a difficult business decision that has to be enforced. And, or there’s, you know, there’s something, something you have to do as a worker, you know, you’re being expected to do you’re being asked to do, and the rebuttal is, well, I don’t feel safe, or you’re not respecting my boundaries. And you know, they start raising all these red flag HR issues. And they’re kind of wielding it as a weapon of being able to get out of doing the thing that they don’t want to do or adhering to the policy they don’t want to adhere to. Would you have any advice for someone who is fearing that or who’s facing that? In that, you know, so where do I go from there? If I’m being met with if I’m trying all the things to create the psychologically safe environment? I’m trying to connect with my team, I’m trying to be empathetic, give them a wide berth, you know, understand their needs and their frustrations and their goals. And yet, I need them to do the work I need them to do. Do you have any advice?

Minette Norman  24:38

Yeah. And the you know, at this, I would say it’s really interesting that you said like, it’s being empathy as a term is being weaponized. So is psychological safety. Yes. Yeah, definitely. And it’s sort of the excuse for all behavior, and m&a even recently, people will, you know, with all the recent layoffs in Silicon Valley, people saying, you know, there goes our psychological safety. They did layoffs, you know, and it’s like, I think that There’s this myth both around empathy around inclusion and around psychological safety, that we’re wrapping everyone in a protective bubble and nothing bad can ever happen, right. And that’s obviously not true. And I think with empathy and with psychological safety, I think for leaders, what I would say is like, I would actually talk about these things openly, like, what psychological safety and what empathetic leadership mean, what they are and what they aren’t. So it doesn’t mean that nothing bad is going to ever happen. It also doesn’t mean I am not holding you accountable for what we’ve agreed on. What it does mean is that if you’re struggling, we’re going to talk about it, I’m not going to just give you a, you know, a terrible review at the end of the quarter, or the URI, we’re going to talk about how I can help you how I can help you be successful, how I can clear barriers, which all managers should be doing, right, and you are going to upheld, uphold your end of the bargain. And that’s true for everybody. So accountability, in some ways, is actually, if you’re in a safe environment, a psychologically safe environment, you should be able to talk really openly about this. And it’s like, okay, you’re not holding up your end of the bargain. And what do we need to do collectively to make sure you can, what’s getting in the way, but we got to talk about this, it’s not going to we’re not going to go dark, and we’re not going to pretend nothing’s going on here. So yeah, I think we need to, I think we just need to really talk about it and have leaders. This is why I think the training is so important to get leaders more equipped to have these conversations with their teams, and to have the vocabulary and the understanding to talk about it. Because I think they don’t like right now. It’s pretty scary to be called out as like, you’re not creating a safe environment, right? Well, and empathetic. And

Maria Ross  26:35

there’s fears of litigation, like, isn’t he honest. And it’s very, you know, you hear these you hear as a leader, these trigger words, and you’re like, Okay, we’re shutting this conversation down. Right now. I’ve heard of leaders that have done that, right. Yes. And so that’s difficult. And I think that, that you’re right is being able to have the conversation and sort of call it out ahead of time. And explain, let’s all agree what we mean by empathy, empathetic leadership, let’s all agree what we mean by psychological safety, and not at the point that you need to define it.

Minette Norman  27:05

Exactly. So I mean, I really believe like, you know, it’s great to read articles together as a team, you know, whether you read, you know, your book, or our book, or you read some articles about the topics or even like, read a report on empathy, you know, the one that right, the state of and replace empathy to work my empathy report, like or listen to podcasts, or listen to podcasts. There are lots of resources, but to do that, as a group to meet up and discuss it, it’s on the same page. And let’s talk about this. Like, let’s spend one of our staff meetings talking about what this means and what it means specifically for us as a team.

Maria Ross  27:38

I love that advice. I think that’s great. I mean, I think so many, so many leaders try different things to do as a group where it’s like forced fun activities, or like, let’s start a book. You know, let’s start a book club. But I love the sight, sort of short sprint of let’s read an article, let’s bring a speaker in, let’s listen to a podcast. But let’s do it together. And then let’s discuss it together. What did we learn? What were the insights? What did you walk away with? Can we and I feel like, and maybe this is not the way to go about it. But I’m a very process driven person. And I feel like all of these things we’re talking about when we’re talking about inclusive cultures, or psychological safety, or empathetic leadership, they’re just sort of the series of contracts with each other on how we’re going to get the work done, not just what work needs to get done. But Let’s all make sure we are crystal clear. You know, we as business owners, as vendors have contracts that spell out our terms. We need more contracts. within the workplace, I think, you know, nothing laborious or litigious, but just more of that, making sure everyone’s on the same page, and they’re committing very clearly to the same thing. I think there’s so much assumption on well, you know, I hired men that she should know that I expect this or that, I expect that or they should know, that’s how we do things around here. There’s all these unsaid rules that are just all these assumptions we make. I feel like if we could have more, you know, sub mini sprint contracts with each other around these different themes. Our workplaces would actually be better, it might make people roll their eyes a little bit, but I don’t know, what do you think of that? You know, I

Minette Norman  29:18

think you’re onto something. Because, you know, for example, here’s a really a simple example, that and it can be extended to lots of different things. But I really believe and we talk about it in our book, that it’s really helpful to have ground rules for meetings. Yes. How are we going to run our meetings? Because then we know, okay, if we want to raise our hands, are we gonna raise our hands? If we want to talk? Are we going to go around the virtual table that establish ground rules? Because then everyone knows and then the other thing that’s powerful about that is you can go you know what, we’re not actually upholding our ground. And you write all someone out in it in a respectful way, because you’ve collectively agreed to them. I first there should be much to your point. I think there should be more norms. They’re basically team norms of how we behave. How do we deal with miss deadlines? How do we deal with failure which is A really big aspect of site building psychological safety, that we can actually talk about failure and put some of these agreements. And I think, you know, they shouldn’t come top down, they should be co created with the team, so that everyone buys into them. And we agree like, Okay, this is how we’re going to do a blameless post mortem, or, you know, whatever it is, this is how our one on ones are gonna go and to agree to these things. And nobody

Maria Ross  30:21

wants to take the time to do that everyone is moving too fast. But it would actually save us so much time and heartache, if we would just have those discussions upfront of like, how are we going to work together? How are we going to communicate together? How are we going to make hybrid and in person employees, equitable in meetings, in projects, in FaceTime with executives, we skip over those things, because we think they don’t matter. But they actually are the things that matter the most to the success or failure of the initiatives?

Minette Norman  30:52

Yes, they do. And you know, I’ve seen it be successful you have, it has to be sustained, that says yes, and then there’s like this initial enthusiasm for it. Like, we’ve agreed on our meeting ground rules. I saw a small company, they were negative, quite smart, but they had them on the wall of their conference room. And they would start off the meeting by reading them aloud. And that’s actually great. Like, it’s It wasn’t long, it wasn’t a long list, but it’s like, okay, let’s just remind ourselves, and that’s, you know, that’s smart. Because it’s like, okay, we’re going to re establish that we agreed to this, before we get into the heart of our meeting. And then if someone you know, if we say there’s no interruption rule, then we’re going to be like, hold on, Maria just didn’t finish her thought. Let’s let her finish before we move on. And so you can reinforce the rules as you go.

Maria Ross  31:33

And you don’t feel guilty for doing it. Yeah, everyone’s clear about it. You can be the Enforcer. If you want it,

Minette Norman  31:39

it actually makes you feel comfortable. Yeah, exactly. Yeah. Because it you know, one of the one of the ground rules should be any one member of this team can and should call out when we’re not following the rules. So you’re empowering everyone. And it’s not like scary to do, right?

Maria Ross  31:55

Yeah, what’s sort of a last little golden nugget you would leave people with if they’re embarking on? Okay, we want to, we want to do what we can and really put focus on creating a psychologically safe environment so that our people can thrive? What’s a piece of advice you have as they start that journey?

Minette Norman  32:12

Well, I would say that starting anywhere, you don’t like the thing is, is that you can get overwhelmed, and I don’t want anyone to be overwhelmed. So start, you know, one place is start by being a better listener, and to listen with true curiosity, with full attention. And with the willingness to understand a viewpoint that is different from your own, that’s a great place to start, start by asking for dissent. You know, I mean, they’re just little things you can do. And our playbook has 25 of those ideas in them. So the the way we wrote it is that you can pick it up anywhere, like today, I’m actually struggling with meetings, I’m going to go to the section on inclusive rituals. And I’m going to find out, one thing I can do today to run a better meeting. And the idea is start anywhere, and then practice and see what works. And if something doesn’t work for you try another thing. And there are lots of ideas that we have for you. And we don’t have the exhaustive list. Of course, this is just a starting point. But be willing, I guess what I would say is be willing to try it out over a sustained period of time, because you don’t flip a switch, you don’t come into a room and say this is a safe environment. It happens only over time when people see repeatedly that there will be no ramifications from my speaking up or speaking out. And they really do want to hear my point of view. And as they start to believe that they will feel safer. And it will be you know, this virtuous circle, but it takes time and it takes consistency. And it takes practice.

Maria Ross  33:37

So good. So good. Thank you minute for all of these insights today. Again, folks, the book is called The psychological safety playbook. And you’re working on a second book that’s going to be coming out in 2023, the boldly inclusive leader, would you say that that’s kind of a companion book to the first one.

Minette Norman  33:57

Yeah, it’s a bigger book. So the psychological safety playbook by design is really short and really accessible. The moldy inclusive leader is a full length business book that I’ve been writing for a long time. And I finally finished it, and it has a safe it has a chapter on psychological safety in it. So it’s basically just a more comprehensive book on my views on what everything is in the what’s entailed in becoming a boldly inclusive leader. And that one comes out in August. Love it,

Maria Ross  34:21

love it so much. Well, thank you again, we will have all your links in the show notes for folks to check out your book and get in touch with you on social. But for folks on the go right now where’s the best place they can go to learn more

Minette Norman  34:32

about your work? Yeah, my website Minette norman.com is a great place to start and I’d love for you to connect with me on LinkedIn to wonderful thank you so

Maria Ross  34:41

much for your time today.

Minette Norman  34:42

Thank you for having me worry. It’s been a great conversation. I feel like we could talk for hours we

Maria Ross  34:46

could this topic is near and dear to my heart especially having been scarred by non psychologically safe workplaces in the past. Haven’t at all so, so much and thank you everyone for listening to another wonderful episode of the empathy This podcast. If you like what you heard you know what to do, please rate and review it and share it with your friends and colleagues. And until next time remember that cash flow creativity and compassion are not mutually exclusive. Take care and be kind. For more on how to achieve radical success through empathy, visit the empathy edge.com. There you can listen to past episodes, access shownotes and free resources, book me for a Keynote or workshop and sign up for our email list to get new episodes insights, news and events. Please follow me on Instagram at Red slice Maria. Never forget empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

Anna Liotta: Understanding Generational Codes

So much of our inability to connect in the workplace comes down to creating an Us vs. Them mentality when it comes to different generations. Research shows that we have five generations all coexisting in the workplace – so we need to sort this out. Such misunderstandings turn off our empathy and cause us to underperform, feel resentful, or blame others.

Today, you are in for a powerful lesson in Generational Codes. – what they are, why they matter, and how you can leverage them to build bridges with different people. My guest is Anna Liotta, a keynote speaker, leadership facilitator, and generational strategist.  We talk about what generational CODES mean (hint: it’s an acronym) and you’ll have so many a-ha moments about why different generations do what they do, how they communicate, and what motivates them. We discuss why you may think certain generations are “entitled” or”authoritarian” and why neither is right or wrong. We explore certain phrases that cause particular friction, such as work ethic and respect. You’ll discover strategies for communicating better across this generational divide – and leave with a better understanding of each other. This episode is a must-listen for anyone of any age in the workplace who wants to collaborate more effectively for great results. 

To access this episode transcript, please scroll down below.

Key Takeaways:

  • Common sense is not a common thought – it always taps back to someone’s own generational code and how that code was formed in their formative years. This will change from generation to generation. 
  • Traditionalist leadership, as a model, came from the military and straight into corporate America. It has created a language that is fight-or-flight, trauma lead leadership. But that is not the only way of leading – younger generations want to be part of the answer and the creation of their corporation.
  • Conversation and curiosity are the most important keys to understanding the generational codes of each generation and how those can assist the individuals of your organization. 

“A Generational Code is an algorithm that is running in the background, always informing our actions and reactions about who we trust, what we believe is our right when it comes to how leaders should treat us with empathy or not, who we follow, and who we buy from.” – Anna Liotta

About Anna Liotta, CEO, Keynote Speaker, and Generational Strategist, Resultance, Inc.

Anna is recognized as a top thought leader on generational success — with a client list that includes Amazon, Bloomberg, Coca-Cola, Microsoft, the PGA, and the NBA.

She is the founder of The Generational Institute™ and is the author of the bestseller, Unlocking Generational CODES©, and in 2021 was inducted into the Speaker Hall of Fame.

Anna’s most impressive generational credential? She is the youngest girl of nineteen children. This means that every Thanksgiving, graduation, and wedding is a case study in generational communication.

Connect with Anna Liotta:  

Resultance, Inc: https://annaliotta.com 

LinkedIn: https://www.linkedin.com/in/annaliotta/

Book: Unlocking Generational CODES: Understanding What Makes Generations Tick and What Ticks Them Off

Don’t forget to download your free guide! Discover The 5 Business Benefits of Empathy: http://red-slice.com/business-benefits-empathy

Connect with Maria: 

Get the podcast and book: TheEmpathyEdge.com

Learn more about Maria and her work: Red-Slice.com

Hire Maria to speak at your next event: Red-Slice.com/Speaker-Maria-Ross

Take my LinkedIn Learning Course! Leading with Empathy

LinkedIn: Maria Ross

Instagram: @redslicemaria

Twitter: @redslice

Facebook: Red Slice

FULL TRANSCRIPT BELOW:

Welcome to the empathy edge podcast, the show that proves why cashflow, creativity and compassion are not mutually exclusive. I’m your host Maria Ross. I’m a speaker, author, mom, facilitator and empathy advocate. And here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society. It’s great for business. Those millennials, whose boomers and oh my gosh, what is up with Gen Z. So much of our inability to connect in the workplace and in life comes down to creating an us versus them mentality when it comes to different generations. Research shows that we have five generations all coexisting in the workplace. So we need to sort this out. Such misunderstandings turn off our empathy and cause us to underperform. feel resentful, or blame others. Today, you are in for a power lesson in generational codes, what they are, why they matter and how you can leverage them to build bridges with different people. My guest is Ana Lyanna, keynote speaker, leadership facilitator and generational strategist, Ana is recognized as a top thought leader on generational success with a client list that includes Amazon, Bloomberg, Coca Cola, Microsoft, the PGA and the NBA. She is the founder of the generational Institute and the author of The Best Seller unlocking generational codes. A book I cannot more highly recommend. On his most impressive generational credential. She is the youngest girl of 19 children. Yes, 19. This means that every Thanksgiving graduation and wedding is a case study in generational communication. Today we talk about what generational codes mean, hint, it’s an acronym. And you’ll have so many aha moments about why different generations do what they do, how they communicate, and what motivates them. We discuss why you may think certain generations are quote entitled or authoritarian, and why neither is right or wrong. We explore certain phrases that cause particular friction, such as work ethic, and respect. You’ll discover strategies for communicating better across this generational divide. And leave with a better understanding for each other empathy on a silver platter packet might even help you understand your kids better. This episode is a must listen for anyone at any age in the workplace, who wants to collaborate more effectively for great results? Take a listen. Anna, welcome to the empathy edge podcast. I have been looking forward to having this conversation with you about generational codes for a while and I know this is something so top of mind, for my listeners, for my clients, for leaders that I’ve come in contact with. So thank you for being here today.

Anna Liotta  04:16

It’s my deep pleasure. Thank you for inviting me.

Maria Ross  04:20

So tell us a little bit about you know, we’ve read your bio, but tell us a little bit about how you got into this work. Just briefly share your story.

Anna Liotta  04:29

You know, it is something that I have to say was organic. I am one of 19 children as you shared. And so surviving as sixth generation household was just part of, you know, my early training, you know, building the muscles doing the reps, but I really have to say it was in my undergrad I wrote my honors thesis on generations. And there had been a moment in my second year of college where I was in an organizational development class. And there was A video that was by a Canadian social scientist. And it was called what you are now is where you were when. And the core premise was when you’re 10 years old, something happens that fundamentally changes the way you see the world. And I remember thinking, What happened to my dad, when he was 10 years old. Now, my dad would be 103 years old this year. So he was three generations older than me. So there was already this gap of me trying to figure out, you know, how he saw the world. And at that moment, I realized that when he was 10, it’s a great depression. He was living in an orphanage, and he got pushed back out onto the streets, because anybody that had family whatsoever, was no longer allowed to be in the orphanage, not enough resources, Great Depression. And he found out at 10 years old that he had aunts and uncles and grandparents that were alive. And it made me think about this moment when I was 16. And I was having a conversation. Well, that’s a polite way to say it, I was crying nose, you know, it’s not running out of my nose, tears down the eyes, salty as heck. And I said to him, why can’t you just say you love me. And he said, I put a roof over your head, I put clothing on your back, and I put food on your table. That is, I love you. And now I was in this moment of thinking of him at 10 years old, having this like, Aha, about, wow, that was like he meant it. Right? And so then I started thinking about other choices, I’m gonna say, I’m putting air quotes around that, that he made as a parent. And I was thinking, how was that shaped by that? And so that was really the beginning of my inquiry, my search to say, well, if I could understand this, and his world, how would that change our relationship, which at that point in college was a little bit more intense than I wanted it to be, quite frankly. And so that was the beginning of my study, and looking at and, you know, beginning to understand from knowledge studies that about age seven, our brain starts to make logic, and between the ages of eight to 18, and really all the way up to 25. We’re watching the world around us, we’re watching the leaders, we’re watching the events, we’re watching the icons. And when there’s an event and it’s paired with an emotion, it creates an imprint, the higher the emotion, the deeper that imprint, and all together that starts to put together what I call a generational code. Or you could say an algorithm that is running in the background, always informing our actions and our reactions about who we trust, what we believe is our right when it comes to how leaders should treat us with empathy or not, who we follow who we buy from. And so the opportunity to help people understand what is that generational code that got shaped in those formative years, pulling it forward, and inviting them to examine it, and oftentimes update it because I say, generational code, but what I want people to understand it is an algorithm, it is not ransomware they can update it, they can elevate it, that it can really make a difference in it, but it takes some doing. And that’s sometimes why people default back to being collective those and insert generation that they currently are frustrated with. Right,

Maria Ross  08:33

right. And, you know, we see this playing out in the workplace, you’ve talked about this, I’ve seen the data around the fact that we’ve got five generations coexisting in the workplace now. And so of course, there’s going to be that friction. And it’s not about stereotyping individuals, but it is about sort of understanding, you know, just like empathy is understanding the context, so that you can understand where people are coming from. And I just find this to be a really useful tool. Now, the biggest thing you hear these days, right is from the conflict of not understanding the younger generations, younger millennials, Gen Z, who you refer to in your wonderful book, as neck stirs. There’s this mystique around, we just don’t understand how they operate. Why don’t they get, quote, unquote, professionalism? Why don’t they understand work ethic? You know, why is it so hard? Why do they want to be coddled or baby? These are the things that I hear from leaders. And for a long time, especially when my book first came out. I was in talks, telling seasoned leaders like Gen Z is demanding things that are totally reasonable and valid and good on them because the rising was at the rising tide lifts all ships. They’re trying to create a workplace where people are seen heard and valued, that’s not a bad thing. Now you might have issue with how they’re going about it. But that doesn’t mean just because they’re demanding respect in the place where they spend the bulk of their time. Time doesn’t mean that they are not hardworking doesn’t mean that they’re not loyal doesn’t mean that they don’t want to make a difference. So let’s back up a bit before we talk specifically about different generations. And can you explain the concept of generational codes, codes being an acronym? And you’ve alluded to a little bit of it in your introduction, but tell us how they work and what are they?

Anna Liotta  10:25

And so one thing I want to say, because that was such a great example that you went through so many nuances just even in the question, common sense is not common. People think, well, this is just good, common sense. And in that moment, they’re referencing back to their own code around how they saw the world and how the world was tapping them together, and the events and all of those things, those values, those attitudes, as motivators, the beliefs that happened during that formative time. So, as leaders, we actually have to be far more explicit about our expectations, and our what we want to say that’s good work product. And that’s good work performance, rather than thinking implicitly that the younger generation or the older generation, either way, their way Yeah, with an expectation that it’s just good common sense. And we do not have the same common reference points. So we always have to be thinking about our metaphors. Our examples, our reference points, that we’re using our jargon are shorthand to say, oh, it’s shorthand right there. That’s actually a term, right. Right, is something that doesn’t isn’t as common anymore. So we have to be making sure that we’re creating a mix of those different examples to actually be relevant and resonant in the moment. Because as you said, context is decisive. And so we have to understand what is the context of the person that I’m speaking to? Yeah, whether they’re more seasoned, or older, or they’re younger and greener than us in the position. And so I think that’s the really critical thing that people have to be understanding is there’s no one generation. That’s right. And other generations, that’s wrong. There are things that are baby boomers dreamed of, like work life balance, having a boss who was kind to me, right, or who was employed, but it was a dream for baby boomers, because there was 80 million of them competing with each other. And then our Gen Xers desired, but there was only 44 million, we just come through a recession, the work pool was full of both men and women, baby boomers, so Gen Xers had to like, buckle down, get on with it. And yes, they were also that generation of latchkey kids that were very under protected. And so there was very little protection for them as a child. And there was also very little protection for them as they entered the workplace. And then our millennials, actually absolutely demanded it. So our baby boomers dreamed of it, our Gen Xers desired it, but our millennials demanded it. And now our Gen Z know they deserve it. Because their Gen X or parents were very careful to support them to develop their agency to know their rights to know that they were, you know, had the right not to be bullied in school. So now they come into the workplace, and they see behaviors that would not be tolerated, in their educational background, what you know, whether it was grade school, high school, college or beyond, and they’re seeing those behaviors in the workplace. And they very quickly will call them out because they were told that they deserved something different. So when we’re thinking about the code, we have to think about how we communicate the C, what is our communication behavior? Like? What are our expectations of communication? Oh, the orientation, what is our orientation? How do we see the world and each one of the letters has a whole different aspect to it, that surrounds the thing, I won’t go through the whole book here, but it’s around what we’re doing, ie for the environment, S for success, and D for discipline. So it’s really important that we understand common sense is not common, we have to get curious, rather than getting Nmap. And I

Maria Ross  14:34

love that you say that because curiosity is the number one trait of empathic people, but also in the work I’m doing now and working on my new book, clarity is one of the pillars of being an empathetic leader and clarity is you are being clear I just had this conversation with someone the other day, but also that the receiver is understanding what you’re saying. So if the receiver is not taking it in If no matter how clear you think you’re being, it’s still your responsibility as the communicator to clarify that. And how do you clarify expectations, performance, model behavior to your team in terms of like, here’s our rules of engagement, here are our norms. And not just what’s in your job description. But here’s how we’re going to interact with each other, instead of just assuming, you know what being professional means, or you know, what work ethic means. So, can we talk a little bit about that? What are some of those hot button terms that you see coming up over and over again, that cause that friction between generations? Maybe one or two examples

Anna Liotta  15:42

are it’s wonderful, wonderful point, you’re making clarity. When it comes to clarity. We also have to know what was driving the bus, what we believe to be clarity. So let’s talk about work ethic. This is a term that people love to get hot under the collar about, right? Because they say, well, they by the way, the moment you say you’ve othered, right, you have made a friction between the two of you. And now there’s you against something. So that’s one of the things for leaders to watch for is did I thy them, and make them my enemy, right? They have no work ethic. So going back to your point about clarity, for our baby boomers, they had one of the worst relationships with their parents of any generation. It was not all sunshine and rainbows between baby boomers and traditionalists and gi generation. So our baby boomers found their sense of self in the workplace. And it looked like workaholics, it looked like working and saying it was being competitive, right? That they were going to work, not just 40, not 50, not 60, not 70, but 80 hour work weeks. And that became quote, unquote, work ethic. They weren’t like a badge of honor. They you know, work on their arm proudly like stripes. And that became that, quote, unquote, standard is I would say, Well, I work this many hours this week, and we would compete on who was sacrificing their health on the altar of work more. So this is one of the big challenges we have right now. When the pandemic started, we saw this huge, great resignation, correct. We saw all of these baby boomers that by the way, had stayed in the workplace 12 years beyond the quote unquote, retirement age, but they were never going to retire because, you know, retirement sounded like it was for old people and our baby boomers saw themselves as the Forever Young generation. So they retired. And it’s taking two to three people to replace them, because they had a work a Holic addiction to their identity being fulfilled through work. So we see in health care, it takes two, three, sometimes for people to replace an 80 Hour Work Week, Doc, who was not putting their health or balance in place. So now you come to Agenzia, or a young millennial coming into that position. And people get really angry, because they say, Well, you just have no work ethic. And they’re saying, Wait, I am doing 40 hours, I’m doing everything in my job description. And yet, you’re angry at me that I’m not working hours that I’m not paid for, or I’m not counted or that kind of thing. And this is where we get into that really big friction point. Because in our clarity around work ethic is staying till the job’s done. Right. We haven’t actually said that. In our interviews. We haven’t said that in our weekly check ins, if we have weekly check ins, which we’ll talk about, you know, some of the solutions that we need to have. So that’s a really big one, right? There is work ethic comes up all the time. Where is that term being driven from? What’s behind it, we have to actually look where is there actually an addiction. The other thing that people will say is they just don’t have any respect for me, right? Yes. really angry when somebody speaks up and speaks back and, you know, questions, authority, questions, authority, right. And you know, love, you know, with all I’m doing a little hard over my heart here, with great love to our baby boomers, they were the original question of authority. People are

Maria Ross  19:32

totally what was it don’t trust anyone under 30? That’s

Anna Liotta  19:37

30. And as far as they’re concerned, they’re still about 29 years old at heart. It’s very difficult for them to realize that they’re not. And I get that and you know, you never feel as old as you are really. But that respect is something that we definitely I mean, all you have to do is watch movies or sitcoms and you see young people popping off if you know it’d be the old term right there. popping back people and they’re questioning things. And so people get really frustrated with respect. But we have to think about are we expecting them to, you know, in the some of the very popular parlance right now that people are talking about is, when people are in the workplace being led, they have a higher expectation of being led in a trauma informed leadership style. So that when I’m doing something that I expect to frighten you into performing or to shame you into performing, which was absolutely normal for our traditionalist normal for our baby boomers, normal for Gen Xers, they didn’t like it, but they were like, I understand what you’re doing. And I’m going to have to, you know, buckle down to this because I don’t have the either mass numbers in the workplace or there’s, you know, I’m just grinding it through. But our millennials and Gen Z are like, listen, fight, flight, freeze, and fawn, I’m not going to perform inside of those different spaces all the time, I’m going to speak up and say something, and we can get people really frustrated when they say, and this is how I invite them to think about it. If you were talking to your kid, if they came home, and explained how the boss manager spoke to them, what would you say to them in that moment? Would you say that is unacceptable? You do not deserve to be spoken to that way? Do you know how incredible you are valuable you are? When you coach them to speak up? And if they don’t get the response? They want flee? Leave, you know, the organization? Or would you say, well, that’s just the way it is honey, you know, bosses are jerks, and you got to buckle down. So it’s a very interesting time. Now, on the flip side of that, we absolutely need to contextualize for our Gen Z’s and our millennials, what came before such that they can have empathy going the other way, as well. So one of the reasons that I always approach any of my keynotes are my strategic advising consulting from a full generational compliment, is because it is in context, in contrast to each other’s experience, that we can have the most empathy, I have to understand what you experienced, to make you human to me, rather than a vague or othered. To me.

Maria Ross  22:28

Well, and so many things in there. I mean, this is just such good stuff. And this is, again, the friction points I hear over and over again as well, especially in context of trying to remain an empathetic leader, but hold boundaries, set expectations and avoid burnout, quite frankly. What do you think some of the patterns are, that leaders fall into? When faced with not knowing how to deal with these generational codes or generational conflicts? What are some of the ways you see that coming out in the workplace and negative? Probably mostly negative? What are some of the ways that manifests so that people listening can recognize Oh, this performance issue might not be a performance issue? It might be a generational conflict we’re having How does it show up in the workplace?

Anna Liotta  23:18

So one of the things is that leaders lead from statements, they say, I declare they don’t usually use that word anymore. I declare I do declare, yeah, I do. But they come at it from leaders are supposed to have all the answers. The way it looked for our baby boomers and our traditionalists is a few people went away, they came back and they rolled out the answer. And that was just the way it was, it was mandated, you didn’t have any agency to speak up until you’ve been there at least five years, maybe longer. And people right now are not staying under that kind of culture and that kind of quote, unquote, leadership. So the question of what is leadership? If you think of it on a quadrant, what leaders need to be thinking of, is if you put two lines were Bucha. And in the bottom left hand quadrant, you would see that the old model of leadership 1.0 is a few people having all the answers. That’s the bottom 1.0 leadership for baby boomers and traditionalists. And it was way it was. And when you think about it, leadership came as a model from the military. For our traditionalists. That was like the first time that there was massive leadership training, right. And they brought that training right into corporate America and we say things like deadlines, you know, officers of the company, there’s so many ways that that’s embedded in on the front line. Yeah, on the front line, all of those things. By the way, those are all fight or flight. That’s all trauma triggered leadership, right? And then you look on the top left hand quadrant, and that would be at the top you’d see many The people. And at the very top, you’d see questions on the very right hand side, you would see many people. So what we want to get to is the top right quadrant, where you are having a lot more questions that are generative in nature. And even if you think you know the answer, you’re asking the question of the many people, because our millennials, and our Gen Z, and yes, our Gen Xers, too, will own an answer. If they were part of the dialogue, they need to be part of CO creating the answer to have that level of ownership, because they’ve always been given that opportunity throughout their formative experiences and their educational experiences. And so now in the workplace, if they are not invited into the conversation, if they are not given frequent opportunities to be part of the conversation, they’re not going to own the answer. And they’re going to see this job as a transaction, not as a relationship that I’m invested in so much of my work right now I actually do these choreographies of inviting people in and out of small conversations about big, important ideas, so that 234 People can be having a conversation about what really matters around questions that are generative. And the thing is, it’s not once a year as a retreat, it is in every conversation, how are we choreography? And how are we designing it so that there’s a moment for reflection and a moment for everyone’s voice to come into it? Because then you don’t say they didn’t seem to respect me in the annual review or in the, you know, bi annual review, we’re having frequent conversations that are about their lived experience, and they’re able to tell me a little bit at a time. And that’s when they feel like, okay, we may not start off seeing eye to eye, but you’re at least seeking to understand my perspective. And so I can create space for your perspective as well. Here we go empathy.

Maria Ross  27:08

Well, and I love this, because you know, when this topic does come up in my talks, I talk about the fact not as in depth and detailed as you but the fact that we’ve got to think about where these generations came from, they came from the era of social media and the internet. information was available to anyone at any time. And they had a voice to anyone at any time, through social media, they are used to an environment where they can express an opinion. And whether you think that’s good or bad, it’s the way it is. Now, I think what would be helpful is, do you have any advice for leaders around how you harness that, and yet still make a decision as a leader, because one of the complaints that I hear is, that’s all well and good, but it’s the younger people that come in demanding a senior director title, for example, after they’ve been out of college for two years. While that might be expected or demanded, it doesn’t make sense for the business, to put someone who hasn’t had that experience in that role. The they think they have enough experience. So how can a leader navigate? I guess those are two issues. One, this idea of expecting more expecting to advance faster than the knowledge you might hold warrants? And second, how do you solicit that feedback? And that opinion, yet make a decision where ultimately, you might have to disregard someone’s opinion, that’s where they struggle is like, you know, then they’re mad at me, because I didn’t actually do the thing they wanted me to do. Do you have any advice around those two very frequent scenarios that I hear all the time?

Anna Liotta  28:49

Yes, I do. So I have a whole program that I call training leaders on the 1010 10 conversation. So one of the things that we do is we have indexed many times to using a lot more technology, high tech, and a lot less conversation, high touch. And so one of the thing is when people say they just showed up and asked for to, you know, after two years that they demanded that they were in a much higher position, and they wanted my job. This is a very frequent thing. And then I ask, how often are you talking to them about their future? And then I get crickets. How structured is the conversation about where do you want to go from here? What ideas do you have? What contributions Do you want to make? What are the micro steps that we can put in place for you to start moving forward in that? So in most senior generations experience, jobs were done in leaps. You were in this job, and then you got a bump, right? And you got an elevation and you got a pay raise and all of that kind of thing. But you waited long periods of time in between those bumps for our younger age. interations they’re saying in the interview. So where can I go from here? Number one question recruiters are getting, where can I go from here in the interview? So yes, I’m going to do this job. But then what’s next? What’s next? What’s next? That’s all part of their generational code. The millennials after 911, everything seemed emergent and urgent, they needed to have that sense of how do I plan my future for Gen Z, look at what COVID has done to their expectations about security in the world, right? So they’re coming in and they’re actually having a conversation, they’re like, life

Maria Ross  30:34

is short, we don’t know what’s going to happen, I need to know where I can go next.

Anna Liotta  30:38

That’s right. And I at least need to have a conversation about it. And that’s where leaders are really missing it. So when the 1010 10 We’re having a conversation in the first 10 minutes about what’s happening, what are you excited about what challenges are going on? We’re having this conversation, we train them in that in the second 10 minutes, we’re having a dialogue now with the leaders reflecting back to them, what they see what they hear what they appreciate. And this becomes a dialogue between them. The final 10 minutes is a future mapping conversation. We’re now we’re training leaders how to have a conversation about what micro steps forward can you be making, and what resources are already available to you that most organizations are abysmal, like just horrifically terrible at making available to people. So we actually design those pathways with them about what are those pathways forward, such that, you know, if somebody comes at you out of the blue, and says, I want a job, you know, way higher than my pay rate that’s on you, because you haven’t been in the dialogue with them, you have not been having a conversation, if it’s surprised, it’s up to you to have been having those conversations such that it wasn’t a big surprise,

Maria Ross  31:55

well, and understanding that they want to have those conversations, I think that’s the key there is that it might not have occurred to some of those leaders that those conversations needed to be had. And I love what you’re saying, because it’s making me think about my very first job out of college decades ago, when I worked for a management consultancy. And it was very clearly laid out the steps you’d follow it was you’re an analyst, and then you’re a consultant, and then you’re a manager, and then you’re an associate partner, and then you’re a partner. And there were even, you know, approximate year amounts of how long people spend at each level. But from the moment I got hired, if I’d stayed there, I knew that if I didn’t screw up, and I did my work, I could eventually in fit, you know, 12 to 15 years, advance up to partner level, if I was doing a good job, it was very clearly laid out. And it was so unusual, because all the other jobs that I had interviewed with, in companies coming out of college, I just remember being so struck by that, like, they laid out the trajectory for everybody. And there was an expectation like, don’t even start asking about this until you’ve done more projects. And you’ve been here about two years, you know, but you still had the conversations and every performance evaluation of what do you need to get to that next level? What do you need to get to that next level?

Anna Liotta  33:19

It was just part of the norm of the company. Yeah. And it’s so critical because we have imbued both our millennials and our Gen Z to a whole new level of, you’ve got skills and you’ve got gifts and you’ve got talents. You’re special. You’re special. But not just that, yes, that’s there. But you know, our traditionalists when we look at their generational workplace codes, workers, they were laborers, they got on with a gun.

Maria Ross  33:48

What generation are we talking about when we talk about traditionalists? For those who haven’t read the book yet? Oh, absolutely.

Anna Liotta  33:53

Traditionalists were born in 1927, all the way up to 1944. Then baby boomers starting in 1945. And so are traditionalists. They got on with the company and 30 years later, maybe they got a cake in a gold watch. Right, a handshake and that was it. Our boomers came in and they saw themselves as an employee. Right? That was not just about labor. It was about politically figuring out what was the way to navigate the company. What was the ladder, how long and you ask a baby boomer, what do you do? And they say I work for they don’t even notice but they leak their generational employee code by saying that name of the company in response to what do you do? Then come exerce and they’re not just employees Gen X or saw their parents get a pink slip in the middle of the 80s reception after you know being so loyal to the company hating the boss but being loyal to the company because they felt like they had no other options. And so Gen X are see themselves as free agents. They signed a contract they work the contract it might be about seven to 13 years in that contract. But they always stayed nimble and kept their resume fresh, and their head on a swivel. They were always looking and here’s your

Maria Ross  35:08

company as a Gen X, or I can say that your company owes you nothing. They owe

Anna Liotta  35:12

you nothing. The two way loyalty Street was broken. And they were free agents. So you ask a Gen X are what do you do? And they say I’m in. I’m in technology, I’m in, you know, engineering, manufacturing, they’ll give you the industry, right? You ask a millennial, what do you do, and they say I’m passionate about my gifts are my talents are what I want to make a difference in is they see themselves as talent, not just free agents, not just employees, and then our Gen Z come. And they see themselves as influencers. They’ve had a YouTube channel, they’ve had friends who made millions, they’ve been seeing people collect and start movements, and move through the world. And so they come into the company, and they want to have influence in some way on something. And they already come in very educated and very socially conscious about the world. And so they’re making an increased demand of companies, because they’re ready to like, that’s

Maria Ross  36:18

my thing, right? And so there’s such a like, little nugget of advice there. If you’re dealing with a disgruntled Gen Z, or give them something to own, give them something to influence and shape. That’s right, and see where they go with it.

Anna Liotta  36:32

And then check in frequently in that first 10 minutes of the 1010 10. What’s up? What are you excited about? What ideas do you have, by the way, I didn’t say anything about work in that they may share personal, they may share work, because we’re in the reality of, I get to bring my whole self to work. And that’s a massively important thing for leaders to understand. If I am not welcome to bring my whole self to work. This is a transactional situation I’m in and anything goes sideways, and I’m on a job board, click, and I’m working for someone else. I have no attachment to you. I would love

Maria Ross  37:13

to bring up another nugget that jumped out at me in the book, which was around the differences in generational codes. You’ve touched on a lot of them here. But this idea of generations being influenced by the concept that information is power that I have to hoard and younger generations where they grew up in the internet age. Information is accessible and it’s democratized for all. Do you see that? How do you see that playing out in the workplace?

Anna Liotta  37:42

So it’s so critical, you know, our baby boomers were the ones that were Information is power, so hold it close to your vest. They heard petition? Yeah, competition, it was all about who had the most and who, you know, come kiss my ring. And maybe I’ll let you

Maria Ross  37:57

get something it’s there’s nothing left for me like a very scarcity mindset. Yes, very scarcity

Anna Liotta  38:01

mindset, okay, our Gen Xers because there were not enough of them to, you know, compete, they said, you know, what we need to do, we need to figure out how to distribute information and be paid for the being the person that figured out how to distribute it. So that’s when you know, Google comes in, that’s when Red fin comes in. That’s where salary.com, like, all these solutions, to be the one that spread the information, sharing information is power. For our millennials, it was about customizing the information, taking all that data that’s out there, and being able to customize it and say, That’s the power is the hyper customization. And for Gen Z, it’s all about the democratization of it and saying, how do we take the information and use it to move something forward? How do we get people to be following us as influencers, and really leveraging the information to move people forward? So now the interesting thing is like, you see people really getting concerned about chat GDP and all of the AI are Gen Zers are not at all concerned about this, because they’re absolutely clear. Yes, jobs will go away, but new jobs will come up. And the thing is that it’s no longer about can you just find information? Can you take the information that’s available in the world? And figure out what is the piece of that information that is critical to moving the world or the work forward? And how do you do that with the information? And yes, customizing it, you know, for our millennials and spreading it for Gen Xers. But it’s really now about what is the voice that is needed to share this information in a way that the world can hear it. How can I influence you with this information? Not just can I find it? It’s not just data.

Maria Ross  39:50

So good, so good. And I want to stress again that I want folks to read the book because it’s just full of great insights but also some advice on how How to deal with these generational rubs. So I know we’re not talking too much about that, like the tips for people but pick up the book because it’s got lots of tips for how to navigate some of these. I think you call those how to be generationally savvy in the book.

Anna Liotta  40:15

There’s cliff notes. Now, they would prefer SparkNotes. Now, yeah, exactly.

Maria Ross  40:20

Now we’re dating ourselves, right? Yeah,

Anna Liotta  40:22

we’re totally Gen Xers. I always say like, my

Maria Ross  40:25

Gen X is showing my notes question I want to leave us on before we wrap. And you know, it’s a big question. But there was something that you said in a pre call that we had, which was this concept of, with some of the younger generations, we might have to teach them empathy, because of the way that they grew up in terms of never having to worry about an adult in their life versus some older generations. Can you talk a little bit about that? And for any leader that’s going, Oh, now I have to do another thing? What’s some of your advice around how you can help your young without saying you need to learn empathy? Right? How can we navigate that? Talk a little bit about that concept, and then what leaders can do to better model and you know, not to be patronizing, but teach how to have two way empathy in the relationship at work. So

Anna Liotta  41:18

it’s an interesting thing, because if you think of parenting as a pendulum, you’ll see that our Gen Xers are over here. And they’re like, super under protected, right? But then the pendulum swung all the way back into the over protected and for our first wave of millennials are baby boomers who under protected their Gen X or kids came back in and Whoa, did they over protect their millennials, and we see it show up in things like, oh, adulting adulting is so hard like those like this comes out of the early Gen Z, early Millennials mouse and you know, I’m still trying to figure out how to adult, that’s a signal that we over parented, or over protected. And you know, we call that helicopter parenting, Snowplow parenting, you know, you name it, what, but it, it got swung too far. It got to be swung back to the middle as our Gen Xers started to parent, our Gen z’s. And now in the second wave of early millennials, parenting, we’re seeing even more swing back to the middle, I bring that up with empathy, because the younger the person, the more we’ve actually learned to start training them in empathy. That means that right now we have young people in the workplace that are between, let’s say, 30, to maybe 2021, that are in that spot, particularly of not having been required as much to really have the empathy. Our early Millennials have learned more of it, because they’ve been in a little bit longer, but they were also the, you know, helicopter parenting. So that’s just to give you a context that this is all happening on a spectrum. It is nuanced. And and I don’t want to just say absolute, you know, nobody has empathy. But the thing is, how we teach them to have empathy is, as you said, the number one thing of empathy is get curious, and get curious by inviting them to interview another person about some of their early leadership experiences, or what was it like when you entered the workplace? Not so they can say when I was her age, right? Because the moment you say, when I was, you’re now into nostalgia, and let’s just be really, really clear. We remember ourselves as heroes, we were the best version

43:34

of ourselves. And that is rarely like absolutely,

Anna Liotta  43:40

almost never actually how it happened. Right? Right. Like, oh, yeah, I didn’t mind working those doubles. I didn’t mind you know,

Maria Ross  43:46

made me stronger. Yes, exactly.

Anna Liotta  43:50

rub some dirt in it, right? Not at all, how it went down. But we have these lovely nostalgia memories of ourselves. So I’m not talking about that. I’m talking about inviting people to truly listen to the other person. And some of the experiences they had, and doing this more than once doing this so that I can actually kind of get like, oh my gosh, that was really difficult. You see this in many of the different communities like, you know, when you look at people sharing about their being gay being lesbian, gob TQ Plus, when you ask them about their lived experience early on, many of our younger generations will be like, really, like that seems like, I mean, certain things that I’m experiencing right now are because you fought on my behalf. So when I think about dei be, I think about, you know, our traditionalists were our first generation of civil rights activists. They made the conversation for civil rights mainstream. Then our baby boomers came along and it wasn’t just about civil rights. It was about being politically correct. And right now that has a stank on it. But it’s really important because it was the conversation of how do we bring civil rights chemically into organizations, what do we measure? What do we count? What do we protect? Right? So affirmative action was a newer conversation that they brought in, then Gen X came in, and it was now about inviting more voices into the room. So diversity became the new momentum thread. And it was having more people at the table from different backgrounds, different perspectives, different lived experiences, as millennials came in, it was about inclusion, having them be part of setting the agenda, not just in the room, not just at the table, but they are planning and leading and moving it forward. And then as Gen Z came in, it’s about belonging, not just being in the room, not just setting the table, but not having to fit into the conversation, not having to present in a way that would be quote, unquote, acceptable. And so each one of these generations when they realize like, what is the work and the shoulders that I stand on, that’s where I could now have a different level of empathy to see how is this progressing. And you can take this into any conversation, workplace rights, you know, you can take any any of those spaces we could talk forever about, if you want to go through each one of those pieces, they all have a generational cadence to them. So when we bring these conversations explicitly, and that’s what I do a lot of my keynotes and a lot of my virtual programs, I’m going into organizations, and I’m bringing that context, such that people can build upon that conversation of singing, I’ve never even seen it that way. I’ve never even thought of it that way from those different generational mixes, that’s when I have a new opening.

Maria Ross  46:38

I love that. And one of the many strategies that exist is something I heard about a few years ago, where companies were intentionally setting up mentoring relationships with people across generations. So that the senior, you know, VP, who was the boomer was learning about social media from their, you know, younger millennial colleague, the younger millennial was learning about, oh, now I understand some of the norms, they grew up with some of the work ethic ideas, they were starting to understand each other because they were in a mentoring relationship. And it was mentoring both ways, because it was the older person learning about the younger generation and the younger person learning about where the older generation had come from. And I remember listening to this interview on NPR, and they interviewed two people that were involved in a mentoring relationship at whatever company, they were profiling. And the younger person said, I never knew that these things happened in the workplace until I had this mentoring relations. I never knew things were like this before, I had this relationship with this person. So getting them to get to know each other as people, and being able to open up those conversations and not so much in a like when I was your age, but just wow, that’s really interesting that this is what it’s like now, because, you know, it was like this before, and then the younger person going really wow, I didn’t even know that was a thing before in the workplace. So those kinds of conversations taking place through very intentional mentoring relationships is one way to deal. And

Anna Liotta  48:05

I would actually add to that, a nuance, which is I would take out the word mentoring, because mentoring has a context to it. That is directional, you can say reverse mentoring, sure. But I would actually encourage people to be thinking about shared dialogues, where I am sharing something with you, and you’re sharing something with me, but we’re taking out the power positionality, the hierarchy, the hierarchy, exactly. So and we also need to set a context for the dialog and then set some design to it, because people will default back to their behavioral economics in one of your previous podcast, you brought up behavioral economics, we do what uses the least amount of calories to do, right, our conscious brain or unconscious brain, we need to set up the conditions for success by removing some of the things that default us back into our unconscious brain and have the power dynamic immediately be defaulted. And that’s why in so many of the programs that I do when I’m designing Appreciative Inquiry into the space, where we move people in and out of different choreographies and into small group spaces and zoom, that’s really important that it’s designed in a way that there’s no hierarchy embedded, that every person comes to it with the same vulnerability. And that’s a really big part of empathy is are you willing to be vulnerable? And are you willing, so it can’t just be about your job? Or how do I get your job because there’s no vulnerability present in that? And so only I shouldn’t say there’s only on one side is it is vulnerability present, right? So we actually have to design opportunities and moments for people to share their humanity and, you know, bring in their passion for their family. So one of the fastest ways to get people to on Understand a younger generation is to give them an example of their own kids or their grandkids. Many times after my keynote, people come up to me and say, oh my gosh, I understand my grandkid, I

50:08

understand my kid now.

Anna Liotta  50:10

And, you know, they’re like everything you said it was them, then then them, right. And this is a whole different world to them. Because before that young person in their office just ticked them off.

Maria Ross  50:20

Love it, we’ll leave it there. Because I think that whole concept of vulnerability is the underpinning of all of this to help us bridge those, you know, as they call them, the generational divides, and especially in the workplace, just making so many assumptions. And that’s what I love about your book, unlocking generational codes, pick it up, it’s really a treasure trove of helping a leader navigate those relationships in a way that will help them improve performance and improve engagement and just for everyone to sort of be happier at work. So thank you for that. We’re gonna have all your links in the show notes on a thank you so much for sharing your insights today. But for folks on the go, where’s a great place, they can find out more about your work.

Anna Liotta  51:04

So my website on eliana.com is awesome. And you know what? Connect with me on LinkedIn.

Maria Ross  51:10

Great, thank you. And thank you everyone for listening to another great episode of the empathy edge podcast. Be sure to connect with me on Instagram at Red slice Maria. And if you liked today’s episode, you know what to do, please share it with a colleague or a friend. And don’t forget to rate and review those are very important. And until next time, please remember that cash flow creativity and compassion are not mutually exclusive. Take care and be kind. For more on how to achieve radical success through empathy, visit the empathy edge.com. There you can listen to past episodes, access shownotes and free resources. Book me for a Keynote or workshop and sign up for our email list to get new episodes, insights, news and events. Please follow me on Instagram at Red slice Maria. Never forget empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

Dannie Lynn Fountain: Ending Checkbox Diversity

Is your organization guilty of checkbox diversity? You know, “Let’s hire one person from a marginalized group and call it a day on our DEIB efforts?” Today’s show explores how to avoid checkbox diversity and leaving out important groups in DEIB strategy to create a meaningful inclusive culture that transforms mindsets, boosts business performance, and allows people to do their best work for you.

Dannie Lynn Fountain and I talk about how to avoid checkbox diversity, the importance of considering the intersectionality nuances in your DEIB efforts, why you need to strategically invest in your Employee Resource Groups if you want to make the right DEIB moves, and how remote-first companies with asynchronous communication are leading the way for inclusive cultures. You’ll also hear the scary wake-up call that COVID is the largest mass disabling event of our time and that potentially one in two people will have some sort of disability that companies must accommodate if they want to attract and more importantly retain the best talent out there.

To access this episode transcript, please scroll down below.

Key Takeaways:

  • For every person that is speaking up, there are dozens that are not. As organizations, we need to be more aware of what our employees need, even when they are unsure if they can speak out.
  • So much of disability is invisible. Remote-first allows for accommodating not only working style but also how much of a person they show you, which can help to reduce bias. 
  • Before COVID, 1 in 4 adults had some disability. That number has drastically increased due to the long-term effects of COVID or other directly correlated comorbidities to up to 1 in 2, based on some estimates. 
  • So much of what we think as accommodation, we think of as needing to be this rigorous process full of bureaucracy that requires form submissions, and doctor-supporting evidence, when really, it’s actually quite simple.

“If you say the current working environment accommodates the extroverted, outgoing, or high-functioning individual, that really puts the word ‘accommodate’ into perspective. Because that’s the reality.” —  Dannie Lynn Fountain

Episode References:

Book: A Woman Makes a Plan by Maye MuskEmpathy Edge Podcast – Cynthia Owyoung: Diversity and Inclusion Deliver Real Results. But Have We Made Progress? About Dannie Lynn Fountain, Staffer at Google: #IamRemarkable Global Inclusion Lead, Author, Keynote Speaker

Dannie Lynn Fountain is a passionate storyteller who helps companies focus on people. By day, she’s a staffer at Google hiring the world’s most talented software engineers and by night she supports clients and brands with HR-focused diversity, equity, and inclusion strategies. She’s also a multi-passionate human – beyond working in HR, Dannie Lynn is a five-time author, licensed IRS Enrolled Agent, and founder of the #sidehustlegal movement. She has been interviewed or quoted in the New York Times, Harvard Business Review, Forbes, Bustle, Bloomberg, Business Insider, Cosmopolitan, Digiday, The Everygirl, Girlboss, and more. Dannie Lynn’s most recent book is Ending Checkbox Diversity, published October 2022.

Connect with Dannie Lynn Fountain:

Website: https://www.danniefountain.com

Twitter: https://twitter.com/dannielynnfount

LinkedIn: https://www.linkedin.com/in/dannielynnfountain/

Instagram: https://www.instagram.com/dannielynnfountain/

Substack: www.livros.substack.com: bookish content / books Dannie’s read / etc

Book: Ending Checkbox Diversity www.checkboxdiversity.com

HBR Article: https://hbr.org/2023/01/should-you-disclose-an-invisible-marginalized-identity-at-work

Don’t forget to download your free guide! Discover The 5 Business Benefits of Empathy: http://red-slice.com/business-benefits-empathy

Connect with Maria: 

Get the podcast and book: TheEmpathyEdge.com

Learn more about Maria and her work: Red-Slice.com

Hire Maria to speak at your next event: Red-Slice.com/Speaker-Maria-Ross

Take my LinkedIn Learning Course! Leading with Empathy

LinkedIn: Maria Ross

Instagram: @redslicemaria

X: @redslice

Facebook: Red Slice

Threads: @redslicemaria

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Welcome to the empathy edge podcast the show that proves why cash flow, creativity and compassion are not mutually exclusive. I’m your host Maria Ross. I’m a speaker, author, mom, facilitator and empathy advocate. And here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society, it’s great for business. Is your organization guilty of checkbox diversity? You know, let’s hire one person from a marginalized group and call it a day on our dei B efforts. Today’s show explores how to avoid checkbox diversity, and leaving out important groups in your D IB strategy to create a meaningful inclusive culture that transforms mindsets, boosts business performance and allows people to do their best work for you. Danny Lynn fountain is a passionate storyteller who helps companies focus on people. By day she’s a staffer at Google hiring the world’s most talented software engineers. And by night she supports clients and brands with HR focused Diversity, Equity and Inclusion strategies. Danny Lin is a five time author, licensed IRS Enrolled Agent and founder of the side hustle gal movement. In addition to many media appearances, Her most recent book is ending checkbox diversity. Today we talk about how to avoid checkbox diversity, the importance of considering the intersectionality nuances in your D IB efforts, why you need to strategically invest in your employee resource groups, if you want to make the right d IB moves, and how remote first companies with asynchronous communication are leading the way for inclusive cultures. You’ll also hear the very scary wake up call that COVID has been the largest mass disabling event of our time. And that potentially one in two people will have some sort of disability from long COVID that companies must accommodate for if they want to attract and more importantly, retain the best talent out there. Take a listen. Welcome Danny Lynn fountain to the empathy edge podcast. I am so excited to talk to you about checkbox diversity, and what that is and who is guilty of it. And also talking about the groups that we often exclude from the DEI be conversation when we’re talking about it. So welcome to the show.

Dannie Lynn Fountain  03:24

Thank you so much for having me the there’s such important topics. I’m so excited.

Maria Ross  03:29

I love it. Well, first of all, tell us a little bit about your book, ending checkbox diversity. What do you mean by that term? And what does it look like?

Dannie Lynn Fountain  03:37

Yeah, checkbox. Diversity is kind of an after effect of conversations that were had around affirmative action. It’s like the evolution, essentially, of just saying, Oh, we’re holding an event, we’re building a team or starting a company, we need a black person, a queer person, a Latinx person, and only choosing these folks for the sake of an identity or identities

Maria Ross  04:04

that they hold. And then it kind of stops there. Like there’s no further equity and inclusion work. There’s nothing beyond their identity being stay announced at the start of the event or chindan, their bio, it kind of just ends there. And so ending checkbox diversity is taking a look at frankly, the D IB work that we’re doing, where the sake of PR and digging a little bit deeper into, you know, how we can actually do this to transform the workplace transform culture, and also just transform the basic human respect that people get at work. Yeah, I mean, and I find that in these talks I have with folks, it is just sort of a like Let’s fill out the pie chart of how many different types of people we have in the organization and In the hiring seems to be a very concrete action, they can get their heads around. So they do it. And then they end up not retaining those people because they haven’t actually created a culture of diversity, equity and inclusion where those people feel welcome where they feel they can be themselves or that their contributions are valued from their different perspectives. So what is that chasm there? Is it because companies don’t know what to do once they get the people in the door? Do they feel like just oh, that just means we need to do a bunch of like events and trainings. And that’s going to make our culture inclusive and diverse, like, where is where are folks falling off the cliff, in terms of bridging the gap between the hiring and the retention?

Dannie Lynn Fountain  05:45

Yeah, sort of all of the above. I just listened to an audio book by mainmast her to be completely clear, I did not realize what Elon Musk’s mother and the book overall was okay. But there’s one piece that she talked about was being fashion industry at plus sized older woman, and fashion houses being able to say, Oh, by hiring her as their model, they get to check the plus size and the altar woman bar. And we see this in corporate America in event management, in all these other spaces as well, that if we can check the boxes, if we can check multiple boxes with one person, like even better, instead of taking a moment pausing, considering what our world, our society actually looks like, I believe and I may be misquoting this, but I believe this status that by 2050 will be a majority minority country. Globally, we are already a majority non white world. And so it’s not about having one person to check the boxes of XYZ identity. It’s, hey, society doesn’t look the way your company the way your event, the way your VC fund. Look, it needs to go deeper than that. And so that’s the first piece representation is literally the starting point. Right? It’s only at first. Yeah. Yeah. Taking it through the rest of the way. We have components of how those identities are represented throughout the event. Can those identities engaged in the event with psychological safety? Can they participate to the same extent? And then which is the piece that often gets locked out? Is the event accessible? Is the event literally accessible for all and when I say accessible for all, I don’t just need wheelchair ramps, I mean, closed captions, I mean, quiet spaces for introverts, I mean, all of these different components. And same for companies to companies think about the EIB, and oh, we’ve got the folks in the room. They’re not quitting. Great. We’ve done our job, right. They’re hired and I’m studying. But there’s so much more to it than that. So really, it it’s kind of building these muscles, they get stronger over time, versus donning a t shirt. And you’ve done the job sort of perspective.

Maria Ross  08:21

Yeah. And I think what you’re getting at is that it’s more of a mindset transformation, in that it’s not just about getting the right people around the table. It’s about how are we incorporating them into the work we do their perspectives into our strategy? Are their voices being heard? Are we recognizing, are we promoting? Are we listening to these groups? And so that’s, that’s a much slower burn in terms of being able to transform like, like we said, it’s very easy to just, you know, it’s very concrete to say, we’ve hired this person, and now we’re bringing them in. But to your point, you know, that you were joking about like, Yay, they’re staying the problem is they don’t stay? Because yeah, do you feel like the token person in the room or person in the company? And are they bringing in friends, colleagues, their network of people, because it’s a place where they feel like they belong. And I’m just going to mention here because I did a great interview with Cynthia, our Young, who wrote a book called All are welcome. And it is a literal, step by step playbook on how to create a more diverse, equitable and inclusive culture. Like no doubt, read it if you need the action steps kind of a situation. So with your book, I know you’ve talked a little bit about about invisible, marginalized groups. So when we think dei B, we immediately think of race, and now we’re starting to even think of sexual identity, gender identity, but

Dannie Lynn Fountain  09:57

who’s being left out Yeah, so there’s two ways that you can think about invisible marginalized identities. First, you can think about the identities that aren’t part of the common conversation. So here an obvious one is disability. Again, there’s another stat that says 90 plus percent of companies care about diversity, they have diversity as a part of their annual plan. But only 4% include disability and that, so that’s one component. The other lens of looking at invisible marginalized identity is about facilitation. We, as humans, gravitate towards organizing the people in our spheres around us by labels, either visually, or through the way that they communicate, assigning you labels based on the presentation that you choose the way that you speak, depending on if it’s virtual, or in person, how we’re interacting. But so much of our presentations can be invisible, I don’t wear a sign on my head, that tells you my neurodiverse status. Frankly, my queer status, unless I’m with my wife is largely invisible in my presentation. So it’s both of these components. And there’s, there’s a double edged sword that comes into it, you get to walk into spaces, and not necessarily have those identities visible. But inversely, if you’re familiar with the queer concept of coming out, you don’t in my case, I don’t just come out as queer on a frequent and ongoing basis, I come out, it’s all of these other invisible identities on a frequent and ongoing basis, as well. So it’s both of those pieces, it’s the pieces, the identities that are invisible in our conversation, as well as those that aren’t immediately evident, to our mind need to organize. Hmm,

Maria Ross  11:52

I am constantly noticing, in recent years, maybe it’s my work with empathy, I don’t know how many things are not set up for people with disabilities. And just to give you a random example, we might have talked about this on our pre call, I noticed in public restrooms. And I noticed this because I have an eight year old boy, right who’s shorter, they placed the hooks, they placed the soap dispenser, they placed the paper towel dispenser so high up that if you were a different height, if you were in a wheelchair, if you had some sort of physical disability, you would not be able to reach those items. And I know that’s just like the tip of the iceberg when we’re talking about accessibility. But, you know, to your point, it’s not it’s also not just about those big events and those big conferences or team meetings where it’s like, oh, we’ve got the wheelchair ramps, right. It’s, you know, how are the desks and tables set up? How far are we making people walk to different tracks or different sessions? What is the bathroom situation? So there’s just so many things to think about. And I am not a de IB professional. I’m not even an executive, but I can imagine it can be overwhelming of like, at what point? How much can I possibly think about before I actually can take action and move forward? So what would you say to executives, and leaders listening to this saying, I really want to be more inclusive, but I feel like there’s so much I have to look at and think about that. How am I going to get my work done? Right? So what would you say to people like that?

Dannie Lynn Fountain  13:31

I think there’s two pieces here. The first piece is the business case, which I hate to go to because we shouldn’t be rooting respect for others, like giving someone the ability to access the space the same as everyone else. We shouldn’t be having to root out in a business case. But that’s how execs think. Frankly, it’s expensive not to be thinking about inclusion. It’s expensive in lots of market share. It’s expensive in terms of the folks that you’re able to cater to, it’s expensive in terms of if you have to redevelop something. So first, I’d say it’s expensive not to and also, I’m just thinking about I used to work in sales. Now I work in HR. There are annual planning cycles for literally every component of business. We spend months and months and months deciding business goals, take some of that mental energy and allocate it here. We spend months talking about okay, why is this the right quota? What are the data points that feed into that is it going to be attainable for a good amount of the sales organization? Put the same energy here so first piece is the business component and second piece is for every one person who’s speaking up. There are a dozen that are not i Two years ago I weighed 400 and 10 pounds. And I work at a company that professes disability equity inclusion, all of these components as being things that they care about and focus on. But I spent my entire time in our Chicago office with shin splints and leg cramps, because not a single chair was wide enough for me to sit in. And so I spent the entire almost three years I worked in that office perched on the edge of chairs. And, obviously, eight hours a day is a long amount of time to do work. When you go home, you want to disconnect for me, it wasn’t just eight hours a day of work, it was also eight hours of a calf workout, and a glute workout perchick, myself on the edge of tears. And I, for whatever reason, didn’t feel that I could speak up without it. So there’s also that component of it too, you think this vocal minority in your workplace or your event feedback Ford is or your online communities are experiencing this, but there are so many more people being impacted than just those who are. So those are the two major reasons I would say, Yeah, Spensive not to, and it impacts more people than you. Right, right. And I know that a lot of leaders say like, I I don’t know the best way to ask and find out because I feel like if I point out the differences, I’m shining, you know, I’m

Maria Ross  16:25

singling someone out, or I’m mixed, you know, or they get mad because they’re expecting them to speak for everyone who’s in that group. So they’re sort of caught between a rock and a hard place of I want to have these conversations, and I want to get input from these people that are impacted, these groups that are impacted. But I’m also offending people when I asked, so what would you say to a leader that’s caught between that rock and a hard place? What’s the best approach?

Dannie Lynn Fountain  16:52

Yeah, I have two answers here as well. First, we live in the information age, if you have a question, any search engine will return you millions of answers in less than a second, start there, but also pay people for their labor. I recently received an invitation to be on the Event Planning Committee for an event this fall. And the Event Planning Committee it was eight months of unpaid labor. And as much as I want this particular event to be more inclusive, actually, I filled out the previous year’s survey with a lots of feedback. I mean, I’ve a lot on my plate. And so what I did instead is I was like, Hey, I work in dei consulting, here are my fees for three different options of how I could help with three different price points. The event turns a profit has million billion dollar companies as sponsors, and it wasn’t a financial priority. That yeah, so much, instead of asking folks to be on voluntary committees, turning to your employee resource leadership group and using them as three consultants on these issues, nascent one, Hey, someone for their labor, because that that How

Maria Ross  18:11

will an even the investment, even the investment and ERGs as a strategic lever, because I think you would probably get more more reciprocity, from ERGs if they knew they were supported with budget for the initiatives that are important to them to do to put on events or Yeah, exactly. And so most companies have them as like, Oh, that’s a cute little volunteer organization. Instead of looking at an erg, I got this from Cynthia’s book, actually, looking at it at it as a strategic input to the business that you would invest in just like you would invest in a consultant, you would invest in outside experts to come in, you’ve got this group of employees that feel passionate about this topic, invest in that erg. And there’s some reciprocity there, right?

Dannie Lynn Fountain  18:59

Oh, yeah. Yeah. You think about retention, when you think about employment brand, when you think about these components, er, G’s are one of the single highest ROI activities a company can do. Even at billion dollar companies ERGs get like 510 $1,000 budgets a year, and the amount of retention that they turn around through employee community building the amount of calls that they take with potential candidates, convincing them to come to the Oh, yeah, if you invested just double what you are already investing in the ERP. Yeah, we see tremendous amount of change and grow. I love that.

Maria Ross  19:39

So let’s talk a little bit about intersectionality. Because I know that that is very important to you. What for folks that don’t know what do we mean in the DEI world by intersectionality? And how does it impact our D IB efforts?

Dannie Lynn Fountain  19:54

Intersectionality for a very, very, very basic definition is the holding of to Who are more marginalized identities. So, for every individual, let’s say it’s someone who identifies as biracial and queer, to marginalized identities, both of those identities individual individually influenced the way that someone experience says the world. But layered on top of each other can be doubly impactful. So when we talk about intersectionality, we’re talking about the way that we experience life, the way that we experience work changes through the addition of those lines is, so since we were just talking about employee resource groups, a great example of this is women focused employee resource groups tend to default to the white straight woman perspective. When you talk about a women employee resource group, there are women from Infinite backgrounds who may be members and have very different experiences, then that kind of North Star that most women identifying Employee Resource Groups gravitate toward. So intersectionality really is just taking a moment to recognize that layered identities add nuance, and then again, to use a business word, optimal using for like the best experience, creating experiences, that folks who hold multiple marginalized identities can thrive in. A great example of this at Google is the mixed Googlers employee resource group. It’s a employee resource group for mixed race employees. But it’s become so much more than that. The phrase mix has, frankly, become a celebration for folks from two religion household, folks from a variety of experiences where their intersectionality is mixed. And it’s just such a celebration of support for employees that doesn’t have to be single identity tied to just building that and can be so helpful.

Maria Ross  22:05

So talk to us a little bit about one of the identities you mentioned, which I’m always trying to talk about, especially in context of my son’s school, as I try to spend like year three trying to get a diversity, equity and inclusion group going there is to get them out of the mindset that it just means race discussions, right? It can be gender identity, and especially, especially among children neuro diversity. And you mentioned neuro diversity earlier, I’m a survivor of a of a ruptured brain aneurysm. So I have aspects of neurodiversity that I deal with, but I’ve only, I’ve only been, and I haven’t delved into this widely, but I was very struck when I took a behind the scenes tour at Airbnb years ago, that their whole office design is based on different working styles and neurodiversity. They’ve got pods for collaboration, they’ve got little, you know, little telephone booths for folks that need to be in complete quiet. They’ve got reconfigurable office furniture, so you can work however you need to work for that particular meeting or that particular project. And I was struck by the accommodation of multiple ways of thinking, multiple ways in which our brains work, and how it is such an important aspect of our ability to perform well, which again, impacts the company’s bottom line. So do you see some examples of companies that are accounting for neurodiversity? And how are they doing it?

Dannie Lynn Fountain  23:36

Yeah, I think so. Um, three things that you mentioned first, bit children’s faces are one of the most inclusive for neurodiversity. At the moment, which is wild. There’s been previously many neurodivergent identities were found to be in children, and it was believed that they couldn’t like manifests later in life. So an adult diagnosis was just out of the question. So it’s not only B, this is something that was built for children first, and we’re very still stuck in that mindset. But also, so much of what we think as accommodation, we think of as needing to be this rigorous process full of bureaucracy that requires form submissions, and Doctor supporting evidence, when really, it’s actually quite simple. Yeah. So thinking about folks who identify with ADHD are are clues on like myself, feedback and writing, feedback in writing in advance of a meeting. That’s not hard. Hopefully, like as a manager, you’re prepping for a meeting anyway. So giving me 30 minutes an hour a day, to internalize the feedback that you want to provide before we chat about it. Not super hard. Like you’re saying the different ways to operate like the open floor plan workspace.

Maria Ross  24:56

Oh, it does my head and I can’t. I can’t Yeah,

Dannie Lynn Fountain  24:59

yeah. Noise Cancelling Headphones are not the like Halo inducing. So

Maria Ross  25:05

because it’s visual, it’s visual stimulation as well. And yeah, and this, this was profoundly a difference for me after my brain injury, I used to work in an open floor plan.com Back in, like 99 and 2000. And I thought it was rad. And then I remember, you know, I came back to San Francisco, I had been working in my own business for a while and this was post brain injury. I visited somebody actually, ironically, at a Google office. And I was like, oh my god, I’m in a war zone. Like I can’t. Uh, how how do you function in this? I just wouldn’t be able to do it.

Dannie Lynn Fountain  25:38

Oh, yeah. I used to my dad used to be right outside of n k and micro kitchen where Googlers can go get snack. Oh, my God. Oh, my God.

Maria Ross  25:47

Like, yes. seated near the bathroom on. Like, what? Yeah. But

Dannie Lynn Fountain  25:51

to your question of companies that are doing this Wow. controversial opinion here. It’s the remote first ones. It’s the companies that because parallel to all of this, we see remote first, as an accommodation or something that needs to be battled for or validated when there are swaths of our workforce who work better. And for those that don’t function well, so low, there are countless solutions, co working spaces, which most remote first companies provide co working stipends. Anyway, I’m co working spaces, coffee shops, excetera. So, in my opinion, remote first companies, remote parts, companies who also believe in asynchronous communication, let’s get Nish here, I heard the one that I think are doing the most service for not just neurodiverse, but all disabled individuals. Because so much of disability is invisible. We have this mindset of the wheelchair. Yeah, how much of disability is invisible, and remote first, not only accommodate warping style, but also accommodate? How much of myself do I show you. And I don’t just mean literally on a screen, like in a video call, I get to choose. I mean, and so many more ways than that. I mean, I can control if you see my text, or my stems, I can control if you my mute button on and off can control, forcing myself to think. So it’s not even just accommodations, it’s getting to control how much of myself I put out there to then until the rest of the world catches up, reduce the bias on me. And when I say on me, I mean, the disabled individual. So very long answer. But

Maria Ross  27:45

no, I think it’s an important point. Because if you really are after helping people do their best work, to Let’s Get Real, increase your revenues, right? attract more customers, do all the things that you want to do for the sake of your shareholder, then we shouldn’t be able to, and I hate even to say the word accommodate, because it sounds like you’re coddling somebody. But all we’re saying is let people do work in a way where they can do their best work. And when you apply, you will love the like the dividends that come from that?

Dannie Lynn Fountain  28:23

Oh, yeah, I think when you say the current working environment, accommodate the extroverted, or outgoing, or high functioning individual that really puts the word comedy into perspective. Because that’s, I mean, that’s the reality. That is

Maria Ross  28:42

the reality. Exactly. And you also end up not attracting the best talent for different roles when you do that, because you’re leaving out a huge part of the population. Whether you know, if you’re gonna say, Oh, I’m not gonna hire that person, because they’re autistic, or I’m not gonna hire that person, because they’re in a wheelchair, we don’t have wheelchair ramps, like, that’s how you get around it is to figure out creative solutions to create the workplace where that person who’s going to do the best job for you in that role

Dannie Lynn Fountain  29:09

can shine. And it’s really that practical. You don’t I mean, I know it really I’m preaching to the choir. Yeah, yeah. Yeah. So

Maria Ross  29:19

I do want to talk about as we kind of wrap up here, I want to talk about something that you said that has stuck with me since our pre call. And you talked about the impact of COVID. And not just on remote work, hybrid work, you know, blurring the lines between personal and business, which is often the angle I’m coming at it from, but tell me your concern about COVID long term effects, especially as it relates to the EIB.

Dannie Lynn Fountain  29:49

So, pre COVID, approximately, one in four adults in the United States had some type of disability. And that’s a pretty high number I think the actual percent is like roughly 26%. However, COVID is very quickly being identified as a math disabling event, the largest disabling event in our history and on and on, largely due to bump while COVID. And by that it’s a not only the long term effects of actual COVID, some folks have persistent cough, some folks never regain their sense of taste. But the comorbidities that start to stack up of symptoms that can be directly traced back to COVID. If one in four Americans pre COVID, were disabled in some way. And we struggled in corporate America, and event spaces, etc, to, again, that word accommodate those with disabilities. And COVID-19 is a math disabling event that’s impacting millions. So that one in four, I’ve seen some stats predicted as high as one in two, once all of the data starts to settle. What are we going to do? We we are so resistant. Like that stat I mentioned previously, only 4% of companies consider disability currently in their diversity plans. And that’s just their diversity plans. That’s not hiring. That’s not HR in general. That’s not day to day job. That’s Yes. Right. Ei planning. What are we going to do when up to one in two Americans are disabled, it’s going to come to a head, there is going to be a crisis. And all of the disability advocates who long before I even open my mouth, were doing this work for years and years and years, are looking at corporate America. Like we told you was one in four not inox. And I am very wary and scared of how resistant corporate America event space is. Online communities even our too accommodating disability, it is terrifying.

Maria Ross  32:14

Well, I mean, I guess the optimistic viewpoint is that it’s going to be the forcing mechanism that’s required for transformation. There what you ought to be able to you won’t be able to deny it anymore. Because Oh, yeah, won’t be able to hire people anymore. Badly. Yeah, yeah. So I mean, the opposite is the glass half full woman to me is saying like, wow, if that’s what it takes, is that that punch in the face is what it takes to get you to wake up and realize that you have to do something about this, like, shame on you for waiting for so long. But you get to a point where you can’t sustain the status quo anymore. So it could be a good catalyst for change. Hopefully, not that I wish now that I wish mass disability on people, but Right, yeah,

Dannie Lynn Fountain  33:00

my hope, frankly, is for the rebrand of disability, again, we’re so focused on the wheelchair. And when even today, the majority of those who have disability would not associate with a wheelchair icon. That’s my hope is we can crack the entrenched perspective, that disability equals wheelchair.

Maria Ross  33:23

Well, you know, it’s, I’m just gonna get really vulnerable for a minute. After my brain injury, when I was sort of slowly I was recovering, and I was getting back to work and jumping in, you know, everyone, everyone, all my doctors were like, Wow, you’re so high functioning, you’re you’ve made this miraculous recovery. And I, at first was like, am I going to tell clients that this experience happened to me, because I don’t want them to think I’m going to be bad at my job, or that I will be able to do the work, they’re hiring me to do and, and even when I would go to rehab sessions, or work with groups at the hospital, they would refer to us as disabled. And I remember, it rubbed me the wrong way. Because I thought, well, I don’t, I don’t need help walking. I don’t need you know, so I fought against that own label because of my own bias of that label. Right. And it’s, I think it’s doing away with, you might be disabled, but it doesn’t mean you can’t do the work. It doesn’t mean you can’t do a fantastic job. It doesn’t mean you can’t thrive just because you have a disability. And so, again, the optimist in me is like, maybe unfortunately, that’s what it’s going to take is that the majority of us, so it’s not a minority of people anymore. So I don’t know, but big, big questions. So I love this conversation. I love the work that you’re doing. I hope everybody checks out your book ending checkbox diversity, which was published in the fall of last year, and we’re gonna have all your links in the show notes standing land, but for folks on the go or exercising right now, where’s the best place? they could find out more about your work or get in touch with you.

Dannie Lynn Fountain  35:03

Yeah, LinkedIn and Instagram at Danny Lynn founded on both for just constant content just got segues so much of what we’ve already talked about here. I love it.

Maria Ross  35:16

Can you give us one last golden nugget of advice for leaders, sort of taking a deep breath and going, Oh, my gosh, we’ve got a lot of work to do, what’s a good first step they can take?

Dannie Lynn Fountain  35:26

I think we have all become so focused on our limiting how much privilege we do or don’t have, that we’ve lost the focus of, let’s lift everyone up. I don’t care. If you believe that the identity that you called if you have or you don’t have privilege, that’s not the point. The point is, there are folks who are hurting. Let’s lift them up.

Maria Ross  35:58

I love it. Let’s end it right there. Thank you so much for being a guest today and sharing your insights. Thank you so much for having me. And thanks everyone for listening to another great episode of the empathy edge. If you’re enjoying the podcast, you know what to do. Subscribe, follow share with friends or colleagues. And please leave a rating and review wherever you get your podcasts. Until next time, please remember that cashflow, creativity and compassion are not mutually exclusive. Take care and be kind. For more on how to achieve radical success through empathy, visit the empathy edge.com. There you can listen to past episodes, access shownotes and free resources. Book me for a Keynote or workshop and sign up for our email list to get new episodes insights, news and events. Please follow me on Instagram at Red slice Maria. Never forget empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

Rae Shanahan: The Empathy Gap: 2023 State of Workplace Empathy Report

It’s 2023 – we had a major global pandemic, geopolitical upheaval, and market ups and downs. So how are we doing when it comes to making the workplace more empathetic and adapting to everything that’s hit us? For 8 years, Businessolver, a leader in benefits technology has conducted their State of Workplace Empathy Report. This report has come to be the gold standard in workplace empathy and leadership. And this year? Well, let’s just say we have some work to do. In some ways, we’ve gone backward, with a widening gap between what the C-Suite thinks about its culture and what HR and employees actually experience. Also, HR is burning out.  And as suspected, employees are craving flexibility as a key empathetic benefit.

Today, Rae Shanahan, who has supported the organic growth of Businessolver from 10 employees to 1500 employees, and I discuss the key findings 2023 State of Empathy Report, what it means for HR and C-suite leadership, where we can continue to be optimistic and push for change, and actionable ways you can close the Empathy Gap in your own organization, regardless of where you sit.

To access this episode transcript, please scroll down below.

Key Takeaways:

  • What is right for one person is not going to be right for another. As a company, understanding what is right for each of your employees, as an individual, is a way in which you can be empathetic. 
  • 42% of employees feel their manager has the most impact on building a culture of empathy. More and more organizations are really focused on giving first-level managers training on empathy and caring. 
  • Empathy is not about treating people the way you were treated. Gen Z is estimated to make up 27% of the workforce by 2025 and they bring completely new expectations to the workforce, around empathy, DEI, financial wellness, and flexibility.

“96% of employees say flexible working hours is the most empathetic benefit that an employer can offer. That’s something that doesn’t cost a lot, but you can get a lot of love from employees for offering it.” —  Rae Shanahan

Episode References:

2023 State of Workplace Empathy – 8th annual reportThe Empathy Edge Podcast – Rebecca Friese: How to Build a “Good” CultureNPR: Airbnb lets its workers live and work anywhere. Spoiler: They’re loving itAbout Rae Shanahan, Chief Strategy Officer, Businessolver

“Seasoned” executive supporting the organic growth of Businessolver from 10 employees to over 1500.  We live the “Businessolver Way” which means we have an intentional guide that defines our core values, core business, operation principles, our “safe” environment, and common language.  We spend each day training and applying the Businessolver way to grow and delight.

Connect with Rae Shanahan:

Businessolver: https://www.businessolver.com

LinkedIn: https://linkedin.com/in/raeshanahan

Don’t forget to download your free guide! Discover The 5 Business Benefits of Empathy: http://red-slice.com/business-benefits-empathy

Connect with Maria: 

Get the podcast and book: TheEmpathyEdge.com

Learn more about Maria and her work: Red-Slice.com

Hire Maria to speak at your next event: Red-Slice.com/Speaker-Maria-Ross

Take my LinkedIn Learning Course! Leading with Empathy

LinkedIn: Maria Ross

Instagram: @redslicemaria

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Facebook: Red Slice

Threads: @redslicemaria

FULL TRANSCRIPT BELOW:

Welcome to the empathy edge podcast the show that proves why cash flow, creativity and compassion are not mutually exclusive. I’m your host Maria Ross. I’m a speaker, author, mom, facilitator and empathy advocate. And here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy from trends and research to the future of work, to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society, it’s great for business. It’s 2023 we had a major global pandemic geopolitical upheaval and market ups and downs. So how are we doing when it comes to making the workplace more empathetic, and adapting to everything that’s hit us. For eight years business solver, a leader in benefits technology has conducted their state of workplace empathy report. This report has come to be the gold standard in workplace empathy, thought leadership. And this year, well, let’s just say we have some work to do. In some ways, we’ve gone backwards with a widening gap between what the C suite thinks about its culture, and what HR and employees actually experience. Also, HR is burning out, and as suspected, employees are craving flexibility as a key empathetic benefit. Today I talk with Ray Shanahan Chief Strategy Officer of business solver. She has supported the organic growth of the company from 10 employees to 1500. So she’s in the trenches as well as studying the trends. We discussed the key findings from this year’s report, what it means for HR and C suite leadership, where we can continue to be optimistic and push for change, and actionable ways you can close the empathy gap in your own organization, regardless of where you sit. Today’s talk is a goldmine of information on where we are now, and where we have yet to get. Take a listen. Welcome ray to the empathy edge podcast. I am so excited to have this conversation with you. Because way before we met, I knew who you were because I quoted and cited business solvers state of workplace empathy report, copiously in my book, The Empathy edge. And I know many other empathy experts have to You are the creator of what is come to be the seminal report on empathy in the workplace. So welcome to the empathy edge podcast. Oh, my,

Rae Shanahan  03:23

that is so fantastic. And

Maria Ross  03:24

I’m so much

Rae Shanahan  03:26

I can’t claim that I’m the creator. But I get to be the face of it today. How about that? You

Maria Ross  03:31

do I love it, the face and the voice. I love it. So tell us a little bit about your work as Chief Strategy Officer? And how did business solver come to do what is now their eighth annual State of workplace empathy report? What led to that? Yeah,

Rae Shanahan  03:48

you know, our vision is, how do we can we turn this? Because we’re benefits technology company? How can we turn employees engagement and their benefits from a once a year annual enrollment experience to a year round personalized journey so that people get into the right benefits at the right place at the right price at the right time. And so we were working with an advertising agency Edelman, and they do this really cool study called the Trust Barometer. And we said we want something to have thought leadership of something like the Trust Barometer. And they, they tested some ideas. And they came back to us and said, You know what, when we think about what your vision is about the right benefits, right place, right time, we thought about empathy, because the definition of right is really something that you can think about from an empathy perspective, because what’s right for me can be completely different to what’s right for you and what’s right for the next person. So kind of all gelled. And so yeah, this is our eighth year and it’s been really it’s been fun to see the name. It’s not our the we can’t take credit for it. But it’s so fun to see how empathy is in the vocabulary more than ever. Absolutely. And

Maria Ross  04:57

you know, listeners have heard me talk about When I started researching the book, back in 2016 2017, agents didn’t understand it. They thought, is this a business book or a personal development book? What is it? And I was like, No, it’s a business book. It’s about the role of empathy in business as a strategic advantage. And luckily, even though that wasn’t in the vernacular, at the time, your report existed, several years of your report had already existed. And there was ample research to show that, hey, this is a thing that is a valuable strategic advantage for companies. And so you were one of the earliest to be measuring it and having your finger on the pulse of what HR professionals and C suite executives think about empathy in the workplace, before we had a global pandemic, and now everyone is talking about this, right? So yay for you. So let’s talk about the eight years of the empathy study. Because I know back a few years ago, I was putting together the book and citing the report, and even mentioning you in talks that I give the trends we’re going in the upward direction of in terms of how CEOs viewed empathy as a driver of financial performance, in terms of how people rated their willingness to work harder, quote, unquote, or longer hours or, and I hate to give the stat but for less pay for an empathetic leader or organization. So tell us what are some of the headline findings from this year’s report, given what we’ve gone through the last few years.

Rae Shanahan  06:29

And, you know, there’s several and I know you’re going to share empathy study too. But you know, I picked out three that I think are the really key ones that I’d like to spend time on today. So number one, empathy levels fall as employers push for return to office, that flexibility tops the list of most empathetic benefits, but our executives listening, and number three, a great divide is emerging as HR professionals are burned out.

Maria Ross  06:54

Hmm. Okay, so let’s tackle those one by one, let’s talk a little bit about empathy dropping as Return to Work starts to become more of a thing as a return to office, I should say not return to work, because we never left work, we left the office. Right.

Rae Shanahan  07:09

Right. Right. And to your point earlier, yeah, the studies were moving in the right direction. And this is the first year that we’ve, you know, and of course, everybody really jumped on empathy during the pandemic, especially the early months. And we started to see a few trends last year, but I’ll say this year is really when I think the things we’re just getting to really are really separating about between employees, HR and CEO. So I’m gonna read off a couple of stats. So approximately 49% of remote eligible us employees returned to the office in 2022, at least part time. And our empathy data this year, reveals that all audiences are working remotely considerably less than last year with 84% of employee saying some in person work is required up drastically from 33% in 2022. And it’s what we’re hearing is, people are not, leaders and organizations aren’t listening, and they don’t have a good pulse on what really matters to those employees. I’ll give you an example. You continue to read about how the CEOs and I don’t want to do any CEO bashing, I happen to be married to a CEO.

Maria Ross  08:17

But as a safe space for them, it’s fine. But

Rae Shanahan  08:20

it’s so much of this bias that you have to be in person in the office to be able to have opportunity, and who are the people being impacted. It’s predominantly going to be women and people that are in diversity kinds of situations D IB, and that’s wrong. And our findings this year really found that gap and forcing people into the office.

Maria Ross  08:44

Is that really better for business? Right? Right. Well, I mean, that’s the whole misunderstanding of what culture actually is. And if you are relying on your four walls for culture, you are doing yourself a disservice. Because that’s culture is really how work gets done, according to my good friend and a previous guest Rebecca Frese of Flynn consulting, who I can link to her episode in the show notes. But there is a lot of, there are a lot of narratives out there around the fact that we can’t collaborate as well, if you’re not holding the office together, and you can’t innovate as well. And while I as an extrovert, totally understand that there’s value in being together, I do miss being around people. I mean, I’ve worked from home actually, since I launched my business, but even my husband who loves working from home, does like going into the office every now and then and just having those serendipitous interactions with people. But when we get leaders saying that that’s the only way to innovate. That’s the only way to maintain culture. That’s the only way to be creative. Look at all the innovation and creativity. We had the last few years that everybody’s been working from home, right? They made it work. So I have this like, push pull with myself and then just recently heard about, you know, with a lot of downtown’s getting vacated stores closing because there’s no workers coming into the office, especially in San Francisco. though a lot of it is being blamed on return to work, and from that perspective, I’m like, okay, I get that I get that, like there’s small businesses closing because they no longer have a customer base. And is it the responsibility of the larger tech employers to bring people back downtown to bring people back into the office? So it’s hard. I’m almost like, over empathetic about every side story. So given that, what’s your perspective on that whole return to work? perspective?

Rae Shanahan  10:29

You know, I think a couple of things and empathy is not treating others how you were treated, and keeping an open mind. And there’s this concept that I think I read about from Malcolm Gladwell about holding your ideas lightly. And what I take out of some of this force return to work is that because I grew up in a time where I had to be in the office, I had to work all the extra hours. I mean, I know my first professional job, I could work, whatever hours I wanted to as long as it was, you know, before eight and after five. Right. And it’s easy, some of us as leaders, and we think about leaders, and many of these organizations are more in the image, what am I a Gen X, the Forgotten generation and power? Yeah. So many of us, we grew up in a very strict kind of working time, the only way you could work was being in the office. And I think sometimes even without doing it intentionally, we sometimes see leaders push upon other people. And some of these decisions about return to work are really tied to what they experienced. And it was like the rite of passage,

Maria Ross  11:34

right, and also what they’re comfortable with, right? So if you’re only comfortable leading in an environment where you can see people every day, and if you haven’t mastered the art of adapting to remote working, then yeah, I’m sure it’s more comfortable for you, as a leader to go, No, I want everybody back, I want to fall back on what I’m comfortable with.

Rae Shanahan  11:53

It makes me feel good makes me feel good and opposite of empathy, supposed to be about what’s good for the other person. And you’re the other thing I’d add on to that Maria is that so much of empathy is around building trust. And if you think about these required, return to work, mandates, so to speak, that are going on, that’s basically saying I don’t trust you. And in today’s modern world of the technology and all the tools, and I’m sitting here with two iPads to screens, my phone, right, that in this day and age that why can’t trust the first. And then let’s deal with the outliers. We don’t need to penalize everybody, because we think that there’s a productivity last, let’s deal with the outliers. And let’s use our technology to identify if people truly aren’t productive, then let’s have a conversation about that. But so many times, we try to enforce the rules on everyone, instead of just doing the right thing, which is let’s focus on people that maybe remote work isn’t the right thing for them. And then let’s help them find another opportunity rather than change it for everybody. Right?

Maria Ross  12:58

And there was an executive I talked to you as I was researching my new book, who actually verbalized very well, one of the reasons he does like having his team in the office, but he would never force them all back. It’s just he’s like, I like that I don’t have to schedule those connection times that you do have to do when you do a video. He’s like, so I know, I can walk past someone’s desk, and I can see if someone’s looking down or I can see if someone’s looking stressed. And I was like, Okay, that’s a valid reason. But the whole, like, we can’t innovate if we’re not together. It’s just BS. Oh, I

Rae Shanahan  13:27

totally agree. And you know, what I’ve heard, I had a real employee retire that had been with us for quite a while she started two weeks after I did so she’d been there 23 years. And we had a little event for and a number of the employees that were at our headquarters in Des Moines came in and I don’t know how many of them came up and just chatted with me in a way that when I had been in the office, and you know, had been that intimidating executive in the office, that I think they felt like they couldn’t as easily connect with me. And, you know, John, and I, you know, we talked about culture. But John, and I’ve made a concerted effort every Monday morning at 830 Central, which means when I’m out here in Scottsdale at 630, Pacific Time, we do a 30 minute broadcast to the whole organization, and live and we talk about what’s going on in the business. And what I’ve continued to hear over and over and over from employees is it helps them feel comfortable with us, they feel like they know us. And so I think you can still make very strong connections and in some ways level the playing field for people and opportunities because that disabled person having trouble getting into the office in their wheelchair, they are able to show up the same way and not be judged. So I don’t know if you can tell I have some some opinions on that.

Maria Ross  14:41

I love it. No, I love it. So what else did the report find around flexibility? Because that’s actually a great lead in to understanding what enables us to be flexible for the needs of different people and not necessarily you know, I hate the way people use the air quotes around the word accommodate and roll their eyes like we need to occur. imitate our employees now, how about your accommodating employees so they can do their most productive and most innovative work for you creating an environment where they feel safe, they feel supported. They feel like they don’t have to experience micro aggressions if they don’t want to. And they can actually perform. So what’s going on with the flexibility highlight that

Rae Shanahan  15:20

you talked about? Yeah, you’re right, that does. Many people that are in our like, benefits administrative, like you think about are the senior Benefits Administrator, they say HR, they have a very narrow focus because of their knowledge, what their knowledge share is that they have a very narrow sense of what benefits are. And what we explored in this year’s report is, let’s really talk about expanding the definition of benefits. And when we had medical, you know, health care benefits, and we had other types of benefits, and then we said remote work or flexible work hours that came back as the number one. So 96% of employees say flexible working hours is the most empathetic benefit that an employer can offer. So here it is, that’s something that doesn’t cost a lot. But you can get a lot of love from the employees for offering it. Right. Right. I love that.

Maria Ross  16:13

And did anything find that there were differing levels of acceptance of flexibility? Because I know you segment between if you’re talking to C suite people, if you’re talking to HR professionals, or you’re talking to employees, and we should mention you’re talking to 1000s of people across different geographies. Yes. Yes, yes. So did anything strike you as being a difference in perceived flexibility across those different groups?

Rae Shanahan  16:37

Yeah, there was definitely a separation and a gap in that I think that there was a 20% or 20 point gap between what CEOs saw and what employees saw. And you know, a couple of those employees viewed benefits. As I said, 96% of them viewed having flexible work hours is the most important benefit, but only 39% of them responded that that was available. Okay. So that’s a pretty, you know, there’s a great opportunity there to make up that gap.

Maria Ross  17:05

Okay. And before we go into the last one about HR pros are suffering right now was your other big takeaway. You had mentioned to me offline, some pretty big deltas in perception between CEOs and the people on the ground? What’s actually going on? Can you share a little bit about those kind of shocking deltas around mental health support? I mean, all the things there were there was maybe like two or three. But if you can mention a couple of those, I think that would be really important for the audience to hear,

Rae Shanahan  17:35

Sir. Sir. I think some of the biggest gaps are really around something that I’m trying to find the right term, something called optimism bias. So what we’re finding in the data is, words the optimism bubble. So it’s, as you get more senior, you overestimate the degree to which other people are speaking up, you overestimate your approachability, and you overestimate your listening skills. And that’ll means that you underestimate the strength of feeling that might exist with some of your employees. And that’s a woman by the name of Megan writes, who’s an executive coach and speaker. And I feel like that’s what’s what we’re really starting to see in this data point where we see a 24 point gap. So 92% of CEOs view their HR professionals as empathetic. 20 sets up 27 points from 2022,

Maria Ross  18:24

right, because they put a tunnel or plate. Yeah.

Rae Shanahan  18:26

So empathetic, and then 91% of CEOs view their employees as empathetic. But the other way that 32 point gap is the employee seeing their CEOs is empathetic is a 32 point gap. And 90% of CEOs say they are more motivated than ever. So they’re out there saying that our organization is empathetic, but then they’re not then they’re requiring people to return to work and not trusting them. So it’s a battle right now.

Maria Ross  18:56

Right, right. And there’s also like, some big deltas between how HR perceives the C suite and how the C suite proceed. As you mentioned, the C suite perceives HR and I would assume a lot of that is from because the C suites had to rely on HR a lot the last few years. And so of course, they’re seeing them deal with all of these crises. And of course, they’re gonna go, they’re great. They’re handling it. They’re awesome. We love them. They’re the ones delivering all the bad news. And, you know, having to defend these policies they don’t agree with that we’re creating. But yeah, we love them. They’re great. And then meanwhile, it sounds like HR is thinking, Oh, you think you’re really empathetic as a C suite leader, but actually, the employees don’t think you are and we don’t think you are either. You know what I mean? So there’s a big disconnect in perception. And I would be curious, I know this is out of the purview of this study, but I’d be curious around what other vectors that gap in perception exists for, you know, around humility or around performance or around open mindedness or whatever. Whatever the Actor is because you do get in this bubble as you graduate up through the C suite of you’re in this kind of cushion, little bubble and you don’t always have your ear to the ground at all times.

Rae Shanahan  20:10

Yes. Again, how is that whole concept of holding your ideas lightly, just because you have an opinion, or you have witnessed one thing, you know, that may not apply and being open and being in listening, I think is the number one thing and making it Okay, as a leader that it’s okay to change your mind. You know, one of the most powerful things that happened, I think, in our organization, during the beginning of COVID, is, I’ll tell you what, we were not a work from home organization. Prior to COVID. We had mostly salespeople and some of our clients services people throughout the country, but of our 1000 employees at the time of COVID, we probably had less than 100 working remotely. And that was driven a lot by our CEO. He was adamant that you needed to be in the office, he was adamant that he needed to see people he was adamant that touching and experiencing those interactions was super important. And I mean, he’s a great example of the concept of holding your ideas lightly and saying, You know what I’ve been presented with data. So I can make a data informed opinion, so to speak, because you know, you can change, you can make stories out of data. But that, you know, he listened and said, I hear you loud and clear, we’ve been able to hire a more diverse workforce, we’ve been able to have higher engagement rates, our client retention has gone up, our quality of our calls and our service center have gone up. And he said, Well, I’m not going to make people go back into work, even though we just spent, I think about $3 million renovating a Denver office, it was just getting done as COVID as we went home. But again, he said, just because I put all that time and energy and money into that, that’s a sunk cost. Let’s do the right thing for the business. Let’s do the right thing for our clients. And let’s do the right thing for employees. And, you know, at least get once a week get a message from an employee that is so grateful that we support their being able to see their kids in the morning. And you know, one person said, I get to have breakfast with my kids. And I’m still to work before I would normally have been to work when I was commuting.

Maria Ross  22:08

Yeah. Oh my gosh, I’m getting chills listening to that story of your CEO. And I love that it’s just about your company, too. But that reminds me of a report I heard recently on NPR. And I’ll put a link in the show notes about the success Airbnb has had with completely flipping their model and not requiring people to be back in the office. And one of the big things cited by the companies that are embracing it is how much they were able to diversify their workforce by finding people, number one that never maybe would have applied. And I know that their state regulations for different companies where they can’t necessarily employ people in different states, right from a legal perspective. But when they can, they’re finding the right candidates for the job. And it doesn’t matter if it’s someone who can come into an office or not, it doesn’t matter if that person needs to be home for childcare, eldercare, or is disabled and can’t make it into a non ADA compliant office situation. They’re able to tap into talent that they’ve never been able to tap into before. And that’s what a lot of these companies, that’s the first thing that suffers when they do these return to Office blanket mandates that don’t factor in all these different needs. And you know, the air quote, accommodations that people say. So, as you kind of look ahead and you pick up from this report, you know, you’ve talked a little bit about some of the highlights and the findings, what would be from a now and looking into the future? What are some areas of concern that you see brewing on the horizon? But also, what are some areas of optimism? Where are some bright spots? And what you found in the report this year? Sure, sure.

Rae Shanahan  23:43

I’ll start with the bright spots. Something that I’m starting to do a lot more reading about is really, yes, we have the CEO. And yes, we have the empathy at the HR level. But we’re also finding, I think one of the stats was 42% of employees feel their manager has the most impact on building a culture of empathy. And that’s the first time that that started to emerge. And I’m hearing about more and more organizations that are really focused on helping that first level manager really having some training on caring and empathy. That’s something very, very optimistic. That’s great.

Maria Ross  24:19

I mean, and that’s the work I love to do is going into organizations and helping train managers and new managers on building that muscle building that skill, because it doesn’t come. It’s an innate biological skill, but it doesn’t come easy for everybody because that muscle may have atrophied because of family or because of past job experiences or life or whatever. And so being able to be in a space where they know that that’s actually a skill that’s going to get them promoted, going to get them rewarded, going to help them perform better, is sort of a big sigh of relief for a lot of managers that actually, were going to work in the past and not aligning their values with how they showed up at work. And now they’re like, oh, I don’t have to be this jerk at work. get stuff done, I can actually be more empathetic, be a better listener care about my people, and just knock my goals out of the park. So I love that and talking about that idea of like a micro culture, a micro team within what could be maybe a very bureaucratic organization, you don’t want to wait for the CEO to decide that the organization is going to be fine. Right? Yeah. So I love that it’s very much it’s about your immediate team and what they can do and what kind of model they can be for the rest of

Rae Shanahan  25:30

the organization. No, I love that Maria. And I’ll just pile on to that a little bit. Because, you know, there’s the studies and whether you believe it completely or not, that employees leave their manager, not always their employer. And out of the studies. And out of this conversation, I want actionable things that people can take and start working on right away. And that’s the place where, regardless of what level a person is in, they can start to make a difference in their organization. I think I’m going to name this exercise the snowball. But so an example of an exercise that I brought into the organization a couple years ago, and we’re doing it at different levels now is every time we have a planning meeting, well, I have everybody on my team. And again, this goes in other places, they all need to come and share a story about somebody that they hadn’t worked with before in the organization, and or somebody that doesn’t work in there or part of their team, but they’ve been impressed with. And then we go around, and we talk about them. And then we assigned someone to send a note to a person saying, Hey, I was just in a meeting. And Maria said, You did an awesome job in the call with the client, I just wanted to pass on that we talked about you and are really thankful for you. And why I call it snowball is because that’s something that it just keeps going. And that fuels that feeling of people want to matter. They want to feel connected to their organization, they want to feel like the stuff that they’re doing is making an impact. And so finding small opportunities with specific examples is a way that a person can start to bring empathy into an organization immediately,

Maria Ross  27:01

right, right after this podcast. I love it. Yeah, actually, that’s a great segue into I wanted to know, what are some actionable steps based on the data that you saw. And based on what you see with clients every day, and the models that your organization has shown? What are one or two other actionable steps that companies or leaders or even colleague to colleague, we can do to close that empathy gap and close that misperception between different groups in the organization, different levels within the organization,

Rae Shanahan  27:30

as well. And I didn’t only talk about what I was optimistic about. So I’ll wrap the things that I was concerned about with this. At the same time, so the thing that I’m really concerned about is the impact that this is having on HR, and seeing this dramatic gap between what HR, you know, what they feel and what they believe in their likeliness to leave an organization. And I think it starts with things that you do Maria is some organizations need to have a third party come in and be a mediator. And the CEOs that are vulnerable enough to say I need help are the perfect ones that are going to be able to make a difference. And by stopping and listening and setting aside ego to repair this, I think is extremely important, because those HR leaders just feel stuck. They had to do the heavy lifting during getting out of the office. And now they’re having to do the heavy lifting to bring everybody into the office. Again, I don’t want to make it just about the office. But that’s a pretty big rift right now is

Maria Ross  28:28

a flashpoint. Yeah, it

Rae Shanahan  28:29

is it really a flashpoint but bringing in somebody that can help mediate and moderate a conversation is, I think extremely important at this point in time. Well, I’m part of

Maria Ross  28:39

what makes people dig in their heels to on any policies that they don’t feel heard, and being heard and still implementing the policy can still go a long way. Yes, absolutely. At least you know that someone was listening and understands. And now I can explain why we’re doing this policy, we can have a conversation about why what’s going on? Yeah, and what’s going on with the business and what’s going on in the market and the economy that might make whatever the decision, the controversial decision is understandable to someone going, Oh, okay. I don’t like it. But I understand why the business is cracking this decision.

Rae Shanahan  29:13

And then there’s acknowledgement and acceptance and people can move on. But if we don’t if we’re not adults, and don’t have open dialogue and sharing the reasons why then this gap is going to is definitely going to continue.

Maria Ross  29:27

Right, right. I just have this image of you know, certain groups just running around with fingers in their ears going lalalalala we’re awesome. Everything is fine.

Rae Shanahan  29:36

Back to that optimism

Maria Ross  29:37

bubble. Yes, exactly. But I am glad to hear that. You know, there is optimism around Well, I mean, for me, the optimism always is that the incoming talent generations are still going to be part of changing the game. What’s happening now I feel like this backlash to boss ism, because of people going back to models they’re comfortable with. They were willing to sort of adapt adapt, and pivot and be resilient and try new things. And now they’re like, Okay, I don’t have to do that anymore.

Rae Shanahan  30:06

I can go back to what I know and I feel comfortable in. And then that goes back to what I, you know, kind of started with is, is that empathy is not about treating people the way you were treated. Right? It’s because just because those are that’s the the muscle memory break out of that, because here’s the reality, right? The generational shift that’s coming, because Gen Z is estimated to make up what 27% of the workforce by 2025. And they bring completely new expectations to the workforce, around empathy, dei financial wellness, flexibility as being paramount. And that’s just going to put more pressure on HR teams, and the new expectations for benefits aside from the traditional benefits,

Maria Ross  30:47

right? Absolutely. What I love it, and I love this work that you do every year on this report. It’s so thoughtful and so intentional, and it’s it does so much good for so many different organizations and leaders. So thank you can’t wait for the next one for 2024. But for now, we will celebrate 2023 We will have all the links to you and to business solver in the show notes and especially the link to the report where people can access the executive summary and all the goodness but for folks that are listening while they’re working out right now, can you tell us maybe the best place to find out more about you or your work?

Rae Shanahan  31:22

Sure, sure. LinkedIn for me LinkedIn for business solver as well. And then, you know, our website is business solver.com two s’s in the middle. Yes, business solver. named the company with three S’s in there, that was not his best, his best idea to have only the two

Maria Ross  31:39

I was gonna say as a brand strategist, but I decided to bite my tongue. But anyway, it’s a good conversation. So Ray, thank you so much for sharing your insights. I am so happy that we connected and I can’t wait to collaborate with you more on this very valuable topic. Absolutely. Thank you, Maria. And thank you everyone for listening to another great episode of the empathy edge podcast. If you like what you heard you know what to do, please rate and review and share it with a colleague or friend. And until next time, please remember that cash flow creativity and compassion are not mutually exclusive. Take care and be kind. For more on how to achieve radical success through empathy, visit the empathy edge.com. There you can listen to past episodes, access shownotes and free resources. Book me for a Keynote or workshop and sign up for our email list to get new episodes insights, news and events. Please follow me on Instagram at Red slice Maria. Never forget empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

Andrea Feigl: The Business Case for Private/Public Health Investment Partnerships

OK, real talk. I have taken a bit of heat over the years for trying to make a business case for empathy. When some folks saw my TEDx talk about how to trick leaders into being empathetic by showing them the benefits to the bottom line, they bristled. “How can you convince people to embrace empathy for selfish reasons?! That’s not compassionate at all,’ they said. My perspective has been and will always be that to persuade people to take action, you need to make a case for what’s in it for them to change. It’s basic human nature. And if it gets them there, they can be transformed from the outside in – and we all benefit.

That’s exactly what Andrea Feigl is trying to do. She is making the business case for the private sector to partner with public entities and invest in healthcare. When they do, they cut costs, improve performance – and grow the economy. Andrea calls this a blended finance model and it’s working.

Today, we discuss what blended finance is, what role empathy plays in health impact measurement, and why financing healthcare matters in the impact and finance spaces. We talk about how to measure the impact of healthcare access on companies and the economy, and essentially, how to make the investment case for health, as evidenced recently in blended finance partnerships helping to find and distribute vaccines for COVID.

To access this episode transcript, please scroll down below.

Key Takeaways:

  • Blended finance means that you leverage public or philanthropic resources to de-risk investments in healthcare by the private sector. It allows for proper investment and accelerated spending and production of whatever you are trying to produce.
  • While many recognize health as a right (not as a privilege), in the private sector, this is not always the belief and it needs to be communicated in language that aligns with the values of the company or investors can understand and relate to.
  • Putting a $1 value on a health state is not an exact science like measuring a cubic meter of carbon emission. It’s informed by our value system. And because it’s informed by our value systems, reasonable people will disagree on what that value should be.

“We see that there is value in caring – not just caring about health for health sake, even though that is important – there’s value for the economy in caring and investing in health appropriately.”

—  Andrea Feigl

About Andrea Feigl, CEO, Health Finance Institute

Andrea Feigl, Ph.D. MPH, envisions a world with less suffering from preventable diseases, where every person can live their life with full dignity and reach their fullest potential.

Andrea is the founder & CEO of Health Finance Institute and an adjunct professor at Georgetown University who brings passion and ambition to her work in global health policy, financing, and governance. Outside of her work in healthcare, Andrea is trained as a ballet dancer and holds an international teaching certificate in classical ballet.

Andrea writes and speaks publicly in order to close the knowledge and implementation gap when it comes to global healthcare, especially related to non communicable diseases. She has published reports and papers for Health Policy, the WHO Bulletin, the CUGH Global Health Project of the Year, the Center for Global Development, and WEF/Harvard. Andrea is recognized as the innovator of the Evidenced Formal Coverage Index metric for universal healthcare coverage.

A native of Austria, Andrea received her Ph.D. in global health from Harvard University, her MPH and BSc (First Class Honors) with a full scholarship from Simon Fraser University in Canada, and her IB from Red Cross Nordic United World College in Norway.

When she is not speaking, dancing, or traveling, Andrea enjoys playing the piano, skiing, and spending time with her son at their home in Washington, D.C.

Connect with Andrea Feigl:

Health Finance Institute: https://healthfinanceinstitute.org

Twitter: https://twitter.com/dr_feigl

LinkedIn: https://linkedin.com/in/andreafeigl1

The Health Impact Credit Podcast: https://open.spotify.com/episode/69apWnX6QlVOC9zqmGYAFq

An article on Blended Finance

https://www.re-solveglobalhealth.com/post/blending-resources-to-fund-the-ncd-fight-in-lmics?utm_campaign=e47f87f0-4d28-449f-af43-0054e0a74dbc&utm_source=so&utm_medium=mail&cid=75998525-dc6b-407c-9277-a09e873826f5

The CGD event on assistive technologies: https://www.youtube.com/watch?v=JQ71XTY7A6I

Last year Skoll Open Forum – recording on solidarity: https://vimeo.com/700668875

Don’t forget to download your free guide! Discover The 5 Business Benefits of Empathy: http://red-slice.com/business-benefits-empathy

Connect with Maria:

Get the podcast and book: TheEmpathyEdge.com

Learn more about Maria and her work: Red-Slice.com

Hire Maria to speak at your next event: Red-Slice.com/Speaker-Maria-Ross

Take my LinkedIn Learning Course! Leading with Empathy

LinkedIn: Maria Ross

Instagram: @redslicemaria

Twitter: @redslice

Facebook: Red Slice

FULL TRANSCRIPT BELOW:

Welcome to the empathy edge podcast the show that proves why cash flow, creativity and compassion are not mutually exclusive. I’m your host Maria Ross. I’m a speaker, author, mom, facilitator and empathy advocate. And here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy from trends and research to the future of work, to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society, it’s great for business. Okay, real talk, I have taken a bit of heat over the years for trying to make a business case for empathy. When some folks saw my TEDx talk about how to trick leaders into being empathetic, by showing them the benefits to the bottom line, they bristled, how can you convince people to embrace empathy for selfish reasons, that’s not compassionate at all. They said, my perspective has been and will always be that to persuade people to take action, you need to make a case for what’s in it for them to change. Its basic human nature. And if it gets them there, then they can be transformed from the outside in. And we all benefit. That’s exactly what Andrea feigley CEO of health Finance Institute and health economist is trying to do. As the founder and CEO, and an adjunct professor at Georgetown University. She brings passion and ambition to her work in global health policy, financing and governance. She’s making the business case for the private sector to partner with public entities and invest in health care. When they do they cut costs, improve performance, and grow the economy. Andrea calls this a blended finance model and it’s working. She envisions a world with less suffering from preventable diseases, where every person can live their life with full dignity and reach their fullest potential. Andrea writes and speaks publicly in order to close the knowledge and implementation gap when it comes to global health care, especially related to non communicable diseases. She has published reports and papers for many prestigious publications, you can check them all out in her full bio in the show notes. Today, we discuss what blended finance is what role empathy plays in health impact measurement, and why financing health care matters in the impact and finance spaces. We talk about how to measure the impact of health care, access to companies and the economy, and essentially how to make the investment case for health, as evidenced recently in blended finance partnerships, helping to find and distribute vaccines for COVID. This is such a delightful episode, take a listen. Welcome, Andrea to the empathy edge Podcast. I’m so excited to have you here to talk about your work about around global health policy, and especially the role empathy plays in that because I love when empathy plays a role in things that people don’t think it does. So welcome to the show.

Andrea Feigl  03:57

Thank you, Maria, so much. Thank you so much for having me. I’m really excited to be on your show. And yes, I think I mean, healthcare and empathy go really well together. But when it comes to financing healthcare, we sometimes forget about that. So I’m very excited to be able to discuss this a little bit further with you today.

Maria Ross  04:15

Well, let’s jump right in. You talk about this idea of blended finance, in your work. What can we define that for people?

Andrea Feigl  04:23

Absolutely. And I’m glad you asked this question. So blended finance basically means that you leverage public or philanthropic resources to de risk investments in healthcare from by the private sector. So basically, the private sector looks at risk and return equation before they say we want to invest in market access. We want to invest as clinics or something like that. But blended finance basically creates creates a space where you can attract private capital, but it’s kind of catalyzed by philanthropic spending or Public spending as well. And they give you one example. Kovacs, and your viewers. Your listeners may have heard of it, which was basically an advanced market commitment. It for COVID vaccines in developing countries is an example of blended finance. So the governments of rich countries said we’re going to commit to spending X amount of money for X amount of vaccines. But then the private sector knew that the high income country governments were good for their money, and they were able to purchase bonds and accelerate the spending, and accelerate the vaccines and access and production by investing in these bonds. So that’s one example of blended finance. But had the public sector not put that money down, or the commitment of that money down, the private sector wouldn’t have stepped in? Well, I think that

Maria Ross  05:53

that’s so important, because when we look at things like health investments, or even financing health care, some people and I would say that it actually, you know, especially in the US here, it depends on your political party. But it’s often seen as something that the public sector should do. So why does Why should health matter? In the in the finance space, or the impact space, I know, you have a definite viewpoint, and a definite link that you have around health and how it impacts all these other things.

Andrea Feigl  06:24

I think you’re getting right to the heart of the matter with your question here. So for us that work in healthcare, we often do so because we’re compassionate, right? And there’s something I’ve read up a little bit on empathy, there’s something about something called compassionate empathy, where it’s not just feeling for somebody, but you are compelled to act, right. So I think for us in public health, we see a health burden, we see unnecessary suffering, and we want to say we want to do something about that. Now, so and recognizing this right to health is, you know, an empathy informed practice. However, we need to if we want to get the private sector on board, or, you know, those who have the capacity to spend on health on board, we need to translate that kind of language into language where their values align with it as well, because not everybody feels the same way, about the right to health that we in healthcare do. So what unhealthy economics does is basically saying, we are offering a conversion between the languages of health to the languages of money or finance, right? We’re saying we can create this much health without much money. If we create this much health, then this will benefit the economy. So some something others value or think about or care about. So health economics is that language, and that that creates understanding that doesn’t necessarily create action yet. Right? Okay. So that means by investing in health, you create that much financial value, okay, some other things create value as well. So why should we invest in that, and then I think you need to go one step further and say, well, it actually benefits you and everyone around you as well. So and then those with, you can align those with potentially, initially different value sets and different things they care about, on that same focus of why investing in health is really important, whether you see from a private or public perspective. So again, we’ll give you examples of numbers in the US, the under investment in preventative care and access to care around chronic diseases, actually manifests into in a 9% tax burden on an annual basis is literally like taxing our entire society, but 9% Because we don’t spend well. And, you know, that’s that is a lot. So, to help us become just an empathy issue anymore, like people can go, you know, you want to care about ours, and that’s great, but I care about my bottom line. And our stance is, well, you know, you care about the bottom line or caring about their bottom line actually can make people healthier as well, because investments in health have a high ROI, high positive ROI. And investments in health also benefit the economy beyond just the healthcare sector, which we see time and again. And I think we then we therefore need to move from that common understanding to actually getting people to act. So really, I guess, cracked and out on what compassionate and empathy and action oriented oriented Ness means or how this could be unlocked in health investing space. So so what we do at the Health Finance Institute is a lot about we focus a lot on translating that evidence, because we see that there is value and caring Not just caring about health for health sake, even though that is important, there’s value for the economy, but in caring and investing in, in health appropriately. So, yeah,

Maria Ross  10:13

yeah, no. And I, I love that approach, because that’s exactly the approach I took with my book. And my work is that, you know, unfortunately, the moral argument is not always enough to move people to action. So if we can make a business case, because it is good, and on all these other areas, it does provide benefits across all these other vectors. Why not? Why not meet people where they are and talk about the values they hold dear. It’s not about necessarily converting people into thinking the way we do or seeing the world the way we do, we’re really just trying to persuade them into action, for the benefit of the good we’re trying to create. And some people have a problem with that approach. I know, I have heard, I’ve taken the heat for, you know, trying to Trojan horse leaders into accepting empathy by talking about the bottom line. But if that’s what it takes to get them to change their point of view, and be willing to see someone else’s perspective, that’s actually going to transform them from the outside in any way. So whatever it takes to sort of get them there. I think that’s a good thing. And I love what you’re doing in terms of making health a matter of, of economic importance. And in the end, everybody wins. Because, you know, we become healthier, we get people the care they need, which again, creates a thriving country, it creates a thriving economy when everyone is in good health. So I want to talk a little bit about some of the systematic ways that the true value of health can be reflected in measurement. So when you’re trying to make this business case, or make this argument, what are some of the measurements you’re looking at? And how are you quantifying them?

Andrea Feigl  12:05

Yes, they are an amazing question. And it’s unhealthy code. As a health economist, I love talking about the codification of health and in economic terms. So traditionally, what we’ve done in health economics, we are basically looking at what how do certain investments in health care, it result in specific health outcomes? And how can we value these health outcomes in financial terms? So and then these there’s different ways of arriving at this number, but very, like, very in a very simple format, think about it as direct cost rate, like how much are you spending to get to that better health state? versus how much does the treatment of the associated health impacts costs? Right? Do we prevent tertiary care? Do we prevent hospital visits if we invest there? So a lot of it is like, how much are we actually saving, or spending less if we invest upfront in certain health care, interventions, and that’s the direct cost analysis. But that often has a very specific either pay or government angle, and doesn’t really get the societal societal impacts as well, which are also quite large. The second thing is that we measure our productivity of the workforce and early retirement due to ill health, absenteeism, presenteeism, and those types of societal impact, taking time off work, because, you know, you have to take care of a sick dependent, and so on. And these can also be summed up and integrated. But again, the perspective is still very focused on those who are directly impacted by their health, better health care, and those who pay for health care, such as insurance, the government insurance, and then those those in a family. Now, from an finance perspective, we are trying and working on expanding that and trying to capture the health impact that the private sector or companies have in a good or bad way as well. So on an analogy, there is sort of like the, you know, the carbon credit market or the carbon market where you’re saying, basically, well, if companies are producing great products, but they’re actually harming the environment as they go along and doing as they go along. And as they produce their products, or bring their products to market, then we need to find a way to integrate those costs into the cost of the products because someone is actually paying for it. And those who are causing that harm, aren’t paying for it. And in healthcare and health, we’re just starting to think about it that way. So we have started, for example, to introduce health specific taxes, so sugar, sweetened beverage taxes, cigarette taxes and others and they have been quite effective at Reducing this type of harmful behavior and effective at increasing public health budgets. But I think we can go a step further by basically saying, let’s look at the larger impact the larger footprint, certain companies have, you know, whether it be producing vaccines really quickly through to modern technologies, which has a great impact, or, you know, producing healthier food or moving from meat based to plant based products. And conversely, by peddling, you know, sugar sweetened beverage to low income communities, which will be a negative health impact, because somebody’s actually paying for these impacts. And we’re not integrating it. And so the thesis is, if we integrated these types of metrics, and showed that those who perform better in creating better those who create better health also have better, better ROI, better rates of returns. And as compared to those who do not perform well, in terms of the health impact, then it becomes much easier to say, please invest in health related impact investment vehicles or things like that. And what what kinds of

Maria Ross  16:11

things are you looking at in terms of the policies you’re asking companies or private partners to invest in? Can you give us some examples? You mentioned the Kovax, consortium initiative? And how that came together? What are some others that people may not know about?

Andrea Feigl  16:30

Yeah, I mean, I think that so there’s, there’s two approaches. One is that a lot of companies are already asked to report on their performance against certain ESG. Right now rather loose indicator framework. So it’s environment, social, and governance indicators. And the social doesn’t have specific health metrics associated with it. So companies actually are in the space where they want to quantify what their health impact is, because if they can do so they can improve and be they can also prove to their investors that they’re doing well in this space. And they are very much aligned in terms of their incentives. And because it’s becoming more of a thing right now. And even executive compensation is directly aligned with it. So it’s not even us asking companies to do things certain ways. We’re just asking companies to actually produce better metrics, and think about in a standardized fashion for agents to do things they already asked to do, and incentivize to do, but with better clarity and with better knowledge, they can make better decisions. So that’s, that’s one thing. I think in terms of the Kovacs example, that blended finance example. It’s in health, the blended finance in various different sectors has been quite common, like public private partnerships, to build bridges, to build hospitals, to even municipal bonds can be examples of public private partnerships, that, you know, build your schools and your playgrounds and everything else. And the question then is, is there a case to be made, or an avenue to invest in a similar fashion in under finance, vulnerable settings in emerging markets, especially like an African continent where healthcare spending is still quite low when you look at public spending, and universal health care isn’t reachable by 2040. And there, it gets a little bit trickier because you need certain conditions, such as visibility funding, first loss capitals, or capital, that is basically put on a table by donors that they are willing to walk away from, if they’re not, if there aren’t any returns, plus very good value propositions through good data and indicator frameworks, so that the private sector feels comfortable that they are willing to put their money at risk in these spaces. And there we only see, so the entire field of blended finance, we only see about 8% of blended finance deals in the healthcare sector. But it should be at least in the, you know, mid double, you know, 15% or 20%, in terms of the size of the market that health occupies versus the blended finance space. And there, it’s much harder to say what they should invest in, because they’re the thing, what do they care about? Because it does this? Do these investments relate to these companies, initiatives? They’re their core business, they’re where they want to expand? What are the other opportunities in going into this planet finance deals versus these other deals. And I think this is actually much more complicated at the project and disease specific level than it is at the corporate level, where you can actually try and integrate these, these metrics that companies already have to perform against anyways, so I hope I answered your question there but feel free to I think So my follow up questions. Yeah, I

Maria Ross  20:01

think we’re looking for just maybe some examples of where this is actually working well, this other than you know is are there other examples other than Kovacs, where this blended finance model is working?

Andrea Feigl  20:12

Yeah, so there is one example. And I just thought that I went over it with my students last week in Georgetown. So and so I an example, like the references is something called the medical credit fund. And it was basically set up as a structure to provide small loans to small and medium enterprises, and the African continent that word credit worthy in the current market conditions. So there was a lot of concessional so again, capital that was given in grant form or as a first loss format by donors such as skates, just as you as the ID of others, to basically set up this medical credit fund, that also helped give technical assistance to get the term sheets of the small businesses ready to accept the loans and pay them back. So they basically so that then was a de risking have to unlock capital from that providers to then channeled through small medium enterprises. And they had really great success that they were able to reach over 95% repayment rates of the loan. So 95% of the businesses who got loans did not default, they actually were able to pay it back. They made the debt providers money through the lending business. And because it was working well, and the technical assistance transferred knowledge more locally. Over time, that concessional capital, so the grant funding portion actually decreased. So sort of success for story here is really twofold. It’s because you actually there was technical systems, you could unlock cash, there wasn’t a capital, that wouldn’t have been unlocked. But his businesses, the businesses grew, people made money, people got access to health care, and a reduced reliance on donor funding or in the long run. So I think that’s a great example. But again, you need to think very creatively about and you needed that concessional capital to basically prime the pump.

Maria Ross  22:21

No, do you ever get any pushback on you know, we talked about this at the top of the interview on trying to put $1 amount to health care to quantify it to, again, you and I are speaking the same language where we understand that you in order to persuade anybody to do anything, you need to speak to what they actually want, what they need. And but do you ever get any pushback on Oh, health care should be the sacred thing? This is all about humanity and compassion, and we shouldn’t have to make a business case for it. What’s your what’s your response to that?

Andrea Feigl  22:59

I mean, we get that quite a bit. And I think that field in general of health economics has gotten that in the past. And there’s, you know, putting $1 value on a health state is not an exact science, right? It’s not like measuring a cubic meter of carbon emission. It’s not like determining another, like, you know, and that a decimal of the gravitational constant, it’s really, it’s informed by our value system. And because it’s informed by our value systems, reasonable people will disagree on what that value should be. Others also say, well, health is invaluable. Therefore, we should always, you know, save a life and so on and so forth. However, when you try to create a budget for healthcare, we’re when policymakers are faced with constraints. So we have to deal with these constraints. And if we don’t deal with these constraints in a meaningful manner, then you end up in a not even at best scenario, second best scenario. And then a third best scenario, where you’re making decisions without actually being informed about it, being reasonable about it or applying evidence, right. So how economics is a tool to make you better help you make better decisions. And they’re wonderful frameworks out there right now, that combine the ethics of giving access to those who are worst off, because it’s always more expensive to favoring the weakest in society to taking a life course approach, saying all people across the Life Care spectrum should have the same access to health care, but that access may differ whether you’re a nine, eight, versus whether you’re two years old. And that’s either right or wrong, but it’s just another way to think about it. So there are thankfully these decision decision making frameworks that then we defer to integrate in the policies that we support. And then we also get pushed back and say, Well, you know, there shouldn’t be co pays and there shouldn’t be this shouldn’t be that. In an ideal case scenario, sure. We all want that to be accessible and free. But the reality is, that by 24, De, even in the best economic scenarios, less than 40% of least least developed countries are going to have universal health care, or even close to 5% of the government’s GDP spent on how now if we can improve that number through, quote unquote, second best solutions, then I think we have to try that. Because you’re basically leaving not just money, you leaving health on the table. And so that’s sort of the the approach and the viewpoints that we hold, and that we I think we’re quite quite comfortable with but you know, not everyone will disagree. Not everybody.

Maria Ross  25:40

Yeah, no, I applaud it. Because, I mean, it’s one thing to be sort of self righteous, and try to take the moral ground all the time about what people you know, what people or companies or governments should do. But that’s just beating our heads against a wall. And it’s not helping solve the problem. So you know, especially like, the similar approach I’ve taken with trying to get companies and leaders to embrace empathy is, it already does provide all these benefits, these economic benefits, these growth benefits, these engagement benefits, and so why not talk about that, if that’s what’s going to move people into action. So I completely applaud your approach. And I love that you are creating a framework where, where companies can understand that this kind of blended finance model benefits them just as much as the benefits of government just as much as it benefits all of us who, who get the benefit of a healthy life. Right. So I love the work you’re doing. And I wish you continued success with it. So we’re gonna have all your links in the show notes, of course, Andrea, but for folks on the go, where can they find out more about how finance Institute’s work and possibly connect with you?

Andrea Feigl  26:58

Thank you so much. Yes, so we have a website on health, finance institute.org, you can sign up for our newsletter there, we have, I think a great newsletter coming out on a monthly basis, we would love to have you read it, join us support us, then we are quite active on LinkedIn through my own LinkedIn account. It’s LinkedIn. For it’s gonna be in the show notes. file. So follow me on comment on my posts, engage. I look forward to your comments, debates and so on.

Maria Ross  27:31

And if there’s so a leader of a company listening right now, no matter what size they are, is there a way they can get involved in your efforts at the institute?

Andrea Feigl  27:41

Absolutely. So we work actually with quite a few companies. And we’re developing a framework and are seeking company partners to look at what their health impact is like what would be their health impact scores around along the verticals and horizontals that they’re working on, and ease of performance against that actually benefiting their bottom line. So you’re working with a couple of really forward thinking great leading companies on this, but I would love to grow and expand our portfolio.

Maria Ross  28:10

I love it. Thank you so much, Andrea, for your insights. And again, for the great work that you’re doing. We really appreciate having you here.

Andrea Feigl  28:17

Thank you, Maria, thank you for your work and your leadership.

Maria Ross  28:21

And thank you everyone for listening to another great episode of the empathy edge podcast. If you liked what you heard you know what to do. Please share the show with a friend or colleague and don’t forget to leave a rating or review. We love that. And until next time, please remember that cashflow, creativity and compassion are not mutually exclusive. Take care and be kind.

Maria Ross  28:50

For more on how to achieve radical success through empathy, visit the empathy edge.com. There you can listen to past episodes, access shownotes and free resources. Book me for a Keynote or workshop and sign up for our email list to get new episodes insights, news and events. Please follow me on Instagram at Red slice Maria. Never forget empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

Dr. John Demartini: Why Motivation Doesn’t Work

As leaders, we are tasked with “motivating” others. And empathy plays a role in that – in understanding what motivates others and hopefully, tying that to the goal you are trying to accomplish. But this is still a very ego-centric way of managing others. Making them “do what we want them to do” which my guest today tells us will never work. Today’s guest, Dr. John DeMartini shares the science of goal setting, why motivation doesn’t work, and how to discover your own – as well as others ‘- highest values so you can all succeed together.

Dr. DeMartini shares his powerful and inspirational personal journey involving overcoming learning disabilities, teachers who wanted to give up on him, his determination to learn how to read, write, articulate his ideas, and learn as much as he could, a near-death experience, his life as a surfer and a vagabond, a vision for his life that guided his trajectory, and his mother’s important words. You’ll love our discussion on sustainable fair exchange, how to level the playing field by letting go of ego and subservience, and he explains the 13 vectors of understanding your higher values so you can align your work and life. He shares a powerful free assessment tool you and your team can take so you can work better together – see below in the show notes for the link!

To access this episode transcript, please scroll down below.

Key Takeaways:

  • Having a reflective awareness, an introspective heart, and an empathic understanding of other people allows you to meet them at their level of the world and help them to recognize their genius and magnificence.
  • Everyone has an underlying drive of what is the most valuable and most significant for them. The lower the priority, the more of a distraction it is from your highest values and goals. 
  • Nobody works for the sake of the company, they work for fulfilling their values. If they can’t see how the company and the work they are doing fulfill those values, then you will find disengaged and uninspired workers. 

“You find time, make time, spend time for things that are important to you. If you look honestly, like a drone hovering over what you really spend your time on, most of the time, it’s going to be a reflection of what you’re valuing.” —  Dr. John DeMartini

About Dr. John Demartini, Human Behavior Expert, Polymath, and Internationally Published Author

Dr. John Demartini is a world-leading human behavior specialist, researcher, best-selling author, educator, and founder of The Demartini Method, a revolutionary tool in modern psychology. He has authored 40 books that have been translated into 39 different languages and presented his insights alongside some of the world’s most influential people, including Sir Richard Branson and Deepak Chopra. Harnessing almost five decades of research across multiple disciplines, Dr Demartini shares his life, business, financial, relationship and leadership empowerment strategies with people all over the globe – enabling them to transform their lives according to their highest values.

Connect with Dr. John Demartini

The Demartini Institute and free Values Assessment tool: https://drdemartini.com/ 

https://www.youtube.com/drdemartini
https://www.linkedin.com/in/drjohndemartini
https://www.facebook.com/drjohndemartini
https://www.instagram.com/drjohndemartini

Book: The 7 Secret Treasures: A Transformational Blueprint for a Well-Lived Life: https://www.barnesandnoble.com/w/the-7-secret-treasures-john-demartini/1140858133 

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FULL TRANSCRIPT BELOW:

Welcome to the empathy edge podcast the show that proves why kashflow creativity and compassion are not mutually exclusive. I’m your host Maria Ross. I’m a speaker, author, mom, facilitator and empathy advocate. And here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society, it’s great for business. As leaders were tasked with motivating others, and empathy plays a role in that in understanding what motivates others and hopefully, tying that to the goal you’re trying to accomplish. But this is still a very ego centric way of managing people, making them do what we want them to do, which my guest today says will never work. Today’s guest, Dr. John Demartini shares the science of goal setting, why motivation doesn’t work, and how to discover your own as well as others highest values so you can all succeed together. Dr. Demartini is a world leading human behavior specialist, researcher, Best Selling Author, educator, and founder of the Demartini method, a revolutionary tool in modern psychology. He’s authored 40 books that have been translated into 39 different languages, and presented his insights alongside some of the world’s most influential people, including Sir Richard Branson, and Deepak Chopra, harnessing almost five decades of research across multiple disciplines, Dr. Demartini shares his life, business, financial relationship and leadership empowerment strategies with people all over the globe, enabling them to transform their lives according to their highest values. Today, Dr. Demartini shares his powerful and inspirational personal journey that involves overcoming learning disabilities, teachers who wanted to give up on him his determination to learn how to read, write, articulate his ideas, and to learn as much as he could, and a near death experience as well as his life as a surfer and a vagabond, a vision for his life that guided his trajectory. And his mother’s very important words. You’ll love our discussion on sustainable fair exchange and what it means how to level the playing field by letting go of ego and subservience. And he explains the 13 vectors of understanding your higher values, so you can align your work and life. He shares a powerful free assessment tool, I’ll have the link in the show notes that you and your team can take, so you can work better together. This was such an enriching conversation. I know you’ll enjoy it. Stay tuned. A big welcome to Dr. John Demartini. Today on the podcast, we’re going to be talking about the role of empathy in goal setting and motivation. Welcome to the empathy edge podcast. John,

Dr. John DeMartini  03:39

thank you for having me. I was looking forward to it. Thank you.

Maria Ross  03:42

So I would love to start with your personal story because it’s so inspiring and moving. And I suspect there’s a lot that there was a big role that empathy played in those experiences. So can you share with listeners a little bit about your personal story and some of the challenges that you went through to get to where you are today, you know, speaking on big stages, writing amazing books, and helping people embrace their best selves.

Dr. John DeMartini  04:10

You want the one minute, the two to three minutes. I was born with my arm and leg turned in with a bit of a deformity and a speech impediment in Houston, Texas in 1954. But six years of age going on seven elementary school, I found out that I couldn’t read. I had a form of dyslexia. I just couldn’t make any. I couldn’t pronounce the words. I couldn’t make any sense out of the words there was no meaning. And I spelled crazily. So I went from normal reading to remedial reading to the dumps class, and I had to wear a dunce cap.

Maria Ross  04:47

Oh my goodness,

Dr. John DeMartini  04:49

which I’ve turned into a wizard’s cap. But I am the only way I made it through elementary school really was asking the smart kids what they got out of the classes of what they learned from their reading and etc. And I asked questions which I still use today questions that were till I was 12 my parents moved to a small town where there was no really smart kids a low socio economic. I didn’t have anybody to help. I failed. I left school, I left home at 13. Wow. At 14 I decided I was gonna go to California because I picked up surfing and Texas wasn’t the surf capitol. So I decided I’m gonna go to California. I took my surfboard, I hitchhiked to California, hitchhiked down in Mexico, was a street Vagabond on kid for a while. At 15. I made it over to Hawaii, panhandling a bunch of money at Huntington Beach, California made up money to fly to Hawaii. I lived under a bridge first than a park bench than a bathroom than an abandoned car. And finally attempt. So I kept social climbing. I did really well in surfing. I grew in surfing skills. I survived there. That in a couple movies, three movies, I think and surf books and things did pretty good. And surfing was one of those late 60s early 70s long haired hippie surfer guys that I nearly died at 17 I had strychnine and cyanide poisoning from something I had consumed. And that damaged my nervous system. And I kind of looked like Joe Cocker had spasms. And I was led to a health food store and then to a yoga class to try to gain governance over my my physiology. It was there that I met a teacher named Paul C. Bragg, who inspired me one night to believe that maybe I could learn to read, maybe I could speak properly. Maybe I could someday become intelligent, and do something, no amount of something not that I wasn’t doing good in sports, surfing. But that wasn’t a sport of any significance. You didn’t get paid in those days. But I had a real epiphany that night I met him. And I saw a vision in my mind that night, which is painted in my office. It’s a big painting of me standing in front of a group of people and being able to articulate smoothly and moving people. And there was a million people in the audience. And I had a dream that night to finally figure out how to overcome my learning problems. Read, speak. And someday be intelligent. I went on a journey to I flew back to California hitchhike back to Texas. I got talked into taking the GED, I passed it by miraculously guessing I just literally close my eyes and filled in dots. Well, then I tried to go to school. And I failed again. I got the lowest grade at 27. Everybody else was above 75. And I thought I’m not going to be able to do this. This is a fantasy. I guess I’m going to do what my first grade teacher told my parents because they had to ask my parents to come to school and said, I’m afraid your son’s never going to be able to read he’s never gonna be able to write, he’s never gonna be able to communicate effectively. It probably won’t match anything or go very far in life. My mom saw me in the living room crying because I failed the test. And I gave up on my vision for that few hours about being a teacher and becoming intelligent. So I wanted to go and learn and teach. Because I thought teachers are intelligent. That’s what I thought of at that age. And my mom said something to me that only a mom could probably say that she saw me she said what happened? So why are you crying? What’s happened? I said I blew the test. I got to 27 She paused and then she put her hand on my shoulder and she said, Son, whether you become a great teacher, and travel the world like your dream with a return to Hawaiian right giant waves like you’ve done. We returned to the streets and panhandle. I just want to let you know that your father and I are going to love you no matter what was a very powerful moment in my life. And I my hair went into a fist I looked up and I saw the night vision that I saw with Paul Bragg that night, standing in front of a million people. And I said to myself, I’m going to mass the sinkhole reading, studying and learning. I’m going to Mass a sinkhole speaking teaching and as a teacher and I will do whatever it takes trouble whatever distance and pay whatever price to get my search of love across the planet. I’m not gonna let any human being stopped me, not even myself. I got up I hug my mom. I went into a room and I started on a dictionary. I started memorizing 30 words a day. Until two years later, I had 20,000 words accumulated in my mind that and we every day my mom would test me on spelling, pronunciation, meaning it by putting it in a sentence, and I worked, every minute, I couldn’t make sure that I was successful in 30 words a day. And I then started passing school. I then started excelling in school and up at the top of the class, not the bottom. And I went on a mission, to read everything I could get my hands on in every field, I stayed at 300 disciplines and read over 30,700 books now. And became a polymath, an autodidactic, polymath, and had been teaching since age 18. So I’ve been teaching over 50 years now. And I’ve spoken in 188 countries. So the dream that I had manifested. But when I see people, particularly kids, that have challenges, of course, I can identify with it. And I do what I can to assist. But empathy, in my opinion, was identifying with all of the challenges that I went through. When I see all those people I can relate to them. And it gives me an inspiration to be able to contribute to those individuals that have even any degree have that same type of journey. Well, there’s no way to do that without, I guess you could say, a reflective awareness and introspective heart, and an empathic understanding of other people. So you can meet them at their level the world and help them to recognize their genius and magnificence of sitting in there waiting to come surface.

Maria Ross  11:35

Wow, I mean, so many things there, what an amazing journey and you know, your life has led you to, you know, achieving that vision that you had back then I mean, being on stages with Deepak Chopra, and Richard Branson, and, and doing all the work that you did, given we’re going to talk a little bit today a lot today about motivation and goal setting. What do you think was? What was the true motivation in terms of, you know, how do you how do you create that vision that you you had for yourself? When you’re leading a team, or you’re trying to activate a group of people? Is there a way to externally create that vision for someone? Or does it have to organically come to them as it did for you? What, what was the impetus for that vision, as you reflect back? Did it come from you or from your teachers,

Dr. John DeMartini  12:30

it’s always a reflective of the combination, I think, every human being, regardless of age, gender, cultures, sexual spectrum, whatever, they live moment by moment, with a unique hierarchy of values, a set of values, a set of priorities that they live their life by, and things that are most to least important, consciously or unconsciously, whatever’s highest on that list of values. They are intrinsically called into action to fulfill and they spontaneously act on it without needing extrinsic motivation to act. But as you go down the list of those values, progressively, there’s a need for greater degrees of extrinsic motivation incentive to get people to do things. Some people discover what that top one is, and take off some people flounder, through the subordination of other people, by their comparison to other people. See, if you look up to people and down on yourself, you’re gonna inject other people’s values in cloud, that clarity of what that highest value is for you. If you look down on people and put them in a pit, and exaggerate yourself, you’re gonna look down on them and try to project your values onto them and be distracted with futility, trying to change you into others or others into you instead of both being authentic. But if you’re a leader, and you care enough about another individual, to identify what’s truly deeply important, and meaningful and inspiring, and fulfilling to that individual, their highest value and respect them enough to dialogue, and communicate what you value as a leader of a business, the priorities in terms of what they value, so they get what they want, helping you give what you what you want. The only thing that’s is that really allows maximum potential even as Adam Smith said this in his Wealth of Nations is sustainable fair exchange, where you’re not putting people above or below you. They’re not on pedestals or pitch they’re in your heart. And that’s where true empathy is. If it elaborate on my idea of empathy guy, yeah, please

Maria Ross  14:49

try that. I think we should because, you know, we’ve talked a lot on the show and in my book about empathy and, and busting the myths of what people presume to be empathy and And I feel that many of those myths hold leaders back from exhibiting empathy when empathy, you know, talking about selfish, external motives. My entire book was a business case for how empathy benefits the bottom line, because it was my way of Trojan horsing leaders into embracing empathy and then therefore being transformed from the outside in. But I would like to hear your your take on it. Because even when I was researching the book, every person I talked to had a slightly different definition of empathy. And we both know that the dictionary definition has changed over time even so share with us when you talk about empathy, what’s your take on that?

Dr. John DeMartini  15:43

I’d like to develop that because I, I’ve been in a number of books on empathy, there’s been many books written about it that I’ve had the opportunity to be part of. If you’re living by your highest values, the blood glucose and oxygen goes into the forebrain activates the medial prefrontal cortex and executive center, and gives you a higher probability of objective perceptions, where you’re able to see both sides of events instead of only a subjectively biased interpretation of what’s real. When you’re living by lower values, you’re more likely to be in your amygdala because of the unfulfillment and be looking for pleasure and avoiding pain, a prey predator mentality, where subjective bias is an essential survival system to accelerate adrenaline for catching prey and avoiding predator. So we automatically distort our reality when we live by lower values and automatically come to embrace our objective reality when we’re more objective. So we haven’t we are, we’re less likely to judge. And when we’re not, we’re living our lower values, we’re more likely to have bias and prejudice a judgment. Because we’re distorting things, and we get addicted to pride and get addicted to fantasies and projected onto other people. And then we block our ability to communicate effectively with assistance in their values. So I define empathy this way. So if I meet somebody, and I put him on a pedestal, and I infatuate with him, and I minimize myself and feel intimidated relative to him, and I’m too humble to admit what I see in them inside me. I have a deflective awareness, a disowned part, I have a dismemberment as Plato would describe. And I have in a sense of form of disempowerment, because now I’m going to try to live in their values to please them, and sacrifice what’s important to me. If I resent somebody and minimize them, and exaggerate me, I’m also too proud to admit what I see in them is inside me, and I have another disowned part, open part deflected part. And these deflected parts, these disowned parts leave me feeling empty. That’s why judgment doesn’t bring fulfillment, it leaves emptiness. But what’s more important is the disowned part keeps me from understanding and really having reflective awareness with that individual, which is the cornerstone of empathy. We can’t really have true empathy, unless we can have a reflective awareness. That doesn’t mean we need to be them. It means we need to realize that what we see in them in our own values is there, nothing’s missing. We, I’ve taken hundreds of 1000s of people through a process on reflective awareness. And whatever they resent, and other people is reminding them of something they feel ashamed of in their own life. And they’re really being reminded of that. And they’re trying to avoid that because of their amygdala being addicted to pride, and fantasy. They want to escape that individual and project a false attribution causality onto the other person and blame them. But whatever somebody’s doing, that you’re too humble or too proud to admit, is a reflection of you. And this has been known for 1000s of years. When you finally dig deep inside and reflect introspectively and allow yourself to have reflective awareness and realize that whatever you perceive on the outside of the sea or the scene in this scene is the same. And you level the playing field. You’re not narcissistically too proud, nor altruistically to shamed to have a sustainable fair exchange with that individual which maximizes business, maximize the sales, maximizes negotiation and maximizes leadership skills, maximizes communication, and makes people want to continue to flourish Lee do business with you. Because when you try to get something for nothing, it doesn’t last when they try to get something out that doesn’t last on your department. But when they both see a reflection, they’re looking in the mirror at themselves and mastering your art of loving themselves and others at the same time. And that’s really the key of mastery. And so, pure reflective awareness is the underlying cornerstone, you might say of true reflective empathy. not sympathy, not exaggerating, but empathy.

Maria Ross  20:04

Well, and I love that you talk about that sense of leveling the playing field, because empathy is all about creating that connection. And when you create that connection, you’re seeing yourselves together on the same side of the table, not necessarily agreeing. But you’re on the same, you’re on the same level. And I think so, yes. And so many relationships at work break down, because of that outdated, hierarchical order. Versus the leaders that are, you know, going to kill it in the 21st century, are the ones that adopt more servant leadership, the ones that adopt more, we’re in this together, I’m trying to understand you as an individual. And so my next question to you is, you know, you mentioned trying to really understand the higher values of the other person. Let’s say, for all my listeners, who are managers who are team leaders, I think the big question they have is, how do I do that? How do I uncover it? Because just asking someone sometimes isn’t always enough, especially if it’s a subconscious value. So do you have any advice around how you can uncover that, in another person that you’re trying to collaborate with?

Dr. John DeMartini  21:17

I’ve developed a value determination process that I’ve developed over the last 45 years. So I started working on values back back in 1978. If you ask somebody their values, I’ve done that hundreds of 1000s of times. And I only found one individual that was authentically true in what they stated, only one lady from Israel. majority people don’t know themselves. And that’s hard to face. They’re a composite of social idealisms. moral hypocrisy is expectations of the common culture, you name it. And they’re, they’re trying because of the division of labor and the fear of being abandoned by society, we tend to want to fit in and we can change in different groups, we could be in different groups. And we’ll tell you what’s important, according to the group many times based on the influence. So I had to get past that. So I looked at what I found common, what I call the 13, value determinants of people. So I’d like to, if I could go through this, then I like to share a story about corporations and this. If you look at how an individual fills their space, their space has proxemics. They have intimate space, personal space, social space, public space, and their most intimate foot and a half and personal space for feet or whatever, reveals what they value because they keep things proximal, that’s important.

Maria Ross  22:51

I’m sorry, I’m looking at my desk. I’m looking at my desk as you say this, and the like disarray that is on my desk.

Dr. John DeMartini  22:58

But there’s there’s something, there’s some underlying drive with everything that’s really important to you that you keep near you. Yeah, obviously, your ability to, from what I can see here, you want to share a message with people, because you have all the paraphernalia to assist people in sharing a message, you know, will be deeply meaningful and change their life. But you look at what they feel their space is, it’s not the items, it’s what the items are used for. What’s the purpose of that item. I’m in front of my computer most of the day, primarily for teaching, and then researching and writing. And then I travel the world full time. So my highest values teach research, right? And travel in my life demonstrates that I’ve delegated everything else out of my plate, I don’t do anything else. I don’t have any I don’t anything that requires external motivation. For me, I just delegate, I just let other people who love doing that do that for me. So they they’re inspired, and I’m inspired. But space is the first one, even a baby in a little crib. If you throw something in it doesn’t want it in it, it’ll scream and kick and holler and get it get it out of there. If it’s something they want, they’ll put it in their mouth, they’ll look at it, they’ll observe it to hold it. The second one is time you find time, make time, spend time for things that are important to you. And so if you look honestly, like a drone hovering over you what you really spend your time on most of the time, it’s going to be a reflection of what you’re valuing. Now there’ll be a pattern and what you fill your space with in time. And if you see the pattern, you’ll start to see which common then you do what energy you look at what energizes you what raises your energy naturally, whenever you’re doing something high on your value, your energy levels go up? Whenever you’re doing something low on your values, your energy levels drop. So what energizes you What do you keep your space filled with? What are you spending your time on? And there you already got something that’s indication. If you if I asked somebody they’ll tell me the idealisms peace, you know, harmony and all this other state

Maria Ross  24:57

integrity

Dr. John DeMartini  24:58

to what your fantasy is not To say, I’m interested in what your life demonstrates your life demonstrates your values. Because every perception decision in action is governed by the, you might say, the glial system and nervous systems response to what you value and filter in your world. The fourth one is your money. Whatever money you get, the hierarchy of your values dictates how you spend it. So if your highest value is your children, you’re going to spend on children, you may not have your rent, you may not have your car take care of, but you got to take care of your children, your highest value is your business, it’s gonna go to your business, if value is traveling, you’re gonna go to traveling, where is the most money going? And you look at the money, the space, the time and the energy, and there will be a pattern if you’re honest. And if there’s no pattern, there’s a lie. And I’m interested in in clarifying that pattern. The fifth one is where are you most organized, because you bring order to things that are hiding your values, you have disorder, things are not. Order means a disorder means missing information order means full information. And anything to time your values, you want to find more information, when you really value somebody you want to know about him. And you don’t value Him, you don’t want to know about him. So you have missing information in your lower values, you have a lot of edit information, and whatever is higher value have the greatest order. The next one is discipline, and focus. You don’t get distracted by your highest value, you keep going back to it. You know, no one can distract me from my teaching. I’m doing it 50 years. The next one is What are you thinking about? What are you visualizing? These are three of them? And what are you internally dialoguing with yourself about, about how you would really love your life to be that only shows evidence of coming true. Not your fantasies, not the things you’d beat yourself up about. But the things that you envision you think about and you talk to yourself about, about how you would love your life that shows evidence of coming true. I’ve been saying that I wanted to travel the world and teach since I was 17. That night, I met Paul Bragg. I traveled the world full time, and I teach full time today. So if it’s not coming true, it’s not what I’m asking for it. It’s got to be the one that’s congruent with what it is that’s deeply meaningful to you. That is also a pattern and all the other six that I just mentioned, if they’re not matching some things, that some lie here that I look at, what do you want to bring conversations to most when you’re around people. So if some people are interested in business, they say how’s your business, if they’re interested in wealth, instead, how’s your finances, how’s your investments, if you’re interested, your kids how’s your kids, they want to lead the conversation conversation to where they become more engaged and more extroverted. So they can feel the leadership role. So where do you keep wanting to bring your conversations to spontaneously and if you get to do it, you’re fully engaged and you don’t even think you’re tired anymore, you’re wide awake, your reticular activated system is on. The next one is what inspires you and brings tears to your eyes, which are signs of a moment of authenticity, where you really inspired. And you’re, in my case, whenever I see people that conquer challenges and be and go on to do something extraordinary. And they you know, they do something amazing, I get tears in my eyes go. That’s what I wanted to do with my life that’s congruent with what I how I want to live. So look at what you’re inspired by and what’s common for the people who inspire you. The 12th one is what is it you can’t wait to learn for me the thing that you have that’s consistent persistent on your goals that are coming true. The goals that you have that you’ve declared that are coming true, not the ones that you’re beating yourself up about, I keep sabotaging Why am I not doing this? But only the ones that you’ve committed to you have evidence of it’s been long term, you’ve been patiently pursuing it and you haven’t stopped? What are those goals? And there’ll be a congruent pattern. I’ve been doing this for decades. The last one is what is used spontaneous want to learn about read about study about watch on YouTube? What’s the common thread, minds on human behavior, anything to do with human behavior, maximizing human awareness and potential and doing something extraordinary in life I’m in and that can take me to any field 300 disciplines, but it’s about that. So if you find the common threads and answer three answers to each one and get 39 answers, and then summarize which one showed up most second, most and third, most, you will get an idea of what their ontological identity revolves around their teleological purpose is pursuing and their epistemological knowledge is excelling in the way they’re going to excel. And that’s very valuable. And we start there and every employee can do that exercise in 30 minutes.

Maria Ross  29:39

So, this is fascinating, and it’s, I think, it’s recommended for every human being to go through this process for themselves. As you said, many of us don’t really know ourselves, but in the reality of the business world, and the fast pace and the challenge and everything on people’s plates. Where can be The the most impactful places within this to start, especially, you know, let’s say you have a team of 10 or 20, you know, you’re not going to be able to spend 100% of your time of trying to figure out what their values are no, no. So Where where are some of the where

Dr. John DeMartini  30:18

I’ve done assessments of 1000 people,

Maria Ross  30:21

where are the most impactful places that a time strapped or resource strapped leader can start? That will have the most impact of them trying to understand the values of each of the individuals on their teams?

Dr. John DeMartini  30:36

Well, since I’ve specialized in that for decades now, it’s very simple. thing, go on my website, Dr. de martini.com. And for free, privately, I mean, privately, no one’s ever gonna see it. They can have anybody they ever hire to go through a process and go and answer the questions on it. They can learn to ask questions. And they don’t have to do it. They don’t have to do it all at one time. They can be paying close attention and asking questions, engaging people in their companies and know the questions and gradually get those questions answered, and then be aware of what they are. So but I don’t hire anybody. And 1000s of companies that are using this, don’t hire anybody until they’ve got that answer. Because nobody goes to work for the sake of a company, they go to work to fulfill what they value most. And if they can’t see how the job description, and the mission of the company is helping them fulfill that they’re disengaged, and they’re going to be needing micromanaging. They’re going to be Theory X type of people, as McGregor said, and they’re going to need, you know, pushing uphill, because they’re not engaged and uninspired. And that’s a symptom back to the owner or the manager, that they have not respected other people to make sure that they don’t have square pegs and round holes. So it’s a management issue as Drucker says that they have to care about human beings to make sure that the people that they hire are engaged and inspired to do the job. That’s, that’s required. So this isn’t hard to do. I’ve trained, I’ve trained many, many people, many managers, leaders, consultants, coaches, on how to it’s not hard to do. And it doesn’t take, you know, this individual can do it on their own and bring it and then you can do and confirm it in a matter of minutes. And it’s a very powerful tool, because you will see what they’re engaged in. By this process, I can tell if a person is going to work out in a company before, before they’ve been working for weeks, I can tell, and I’ve hit it. So this is a very powerful tool that assists people, because their identity revolves around it. And they’re not going to fit into an autocratic projection of your values onto them. That’s delusional. When people say, you know, these are the values of the company, and you have to fit those out. That’s all just crazy. The reality is, every human being has a unique set of values. And if you want to engage people, you want to make sure you communicate your values in terms of theirs. And if so, if they’re going to help them get what they want, they can help you get what you want. Can I share a great story of a real leader in that field on that?

Maria Ross  33:07

Yeah, absolutely. And then I have, you know, I have a few more questions for you.

Dr. John DeMartini  33:11

I’ll be glad to entertain him. Jeff Bezos has a little video out that you can go online and see about Amazon. And it’s the story about him, watching the guy who started Sony. And Sony wasn’t dedicated to making Sony great, Sony became dedicated to making Japan great, because he wanted to upgrade Japan worldwide. So we had a bigger cause than just himself or Sony BETOs got that customer centric insight. And realize he’s going to do that he’s going to be customer centric, and make Amazon one of those companies that put America on the map kind of thing. But he was so customer centric. And so dedicated to the empathy equation dealing with the customer. He overlooked his employees. And so what happens is, he was not paying attention to a balanced relationship with them. And eventually they gathered together and got the teamsters union to come in and say, Hey, we need to get this balanced. So he was a little out of balance there. And then what happens is, in every business, create symptoms, to try to get everybody authentic, and back into empathy. every symptom that’s going on in a business is trying to get people all to be living congruently with what they’ve engaged and inspired and empathetically authentic. So the second he went in and renegotiate with him now there was a smooth transition. Now everybody’s grateful to go to work again, the customer is grateful. But now the stockholder said well wait a minute, now our profit margins are a little less. So he was basically taking the lion’s share of the profit margin was great. So he had to readjust the profit margins again for the stocks and the dividends. Now they’re in balance. He’s got a little bit less he’s a little less khaki relative to the rest. He’s now back in humbleness. And now all of those signs and symptoms guide him back into an authentic state. If he doesn’t get to an authentic state, and he gets cocky pride before the fall, and companies get symptoms or relationships get symptoms. And that’s right when his relationship when he was learning that last two with his relationship went to different transformation. So these are all signs and feedbacks to get us back to authenticity. And as you described empathy, because the empathy is where you have a pure communication and communion between people heart

Maria Ross  35:36

to heart. So one of the things you talk about is that motivation doesn’t work. And is it because people are trying to motivate not based on an individual’s higher values, but by their own values?

Dr. John DeMartini  35:50

Yes, motivation is a rhetorical persuasion of one person’s requirements or values onto another individual.

Maria Ross  35:59

Yeah, how can I get you to do what I want you to do? Yeah, yeah,

Dr. John DeMartini  36:03

I’m not a motivational speaker. I get called that by people that don’t know me. I’m not interested in motivating you to do anything that’s not inspiring to you. I’m interested in you identifying what is truly intrinsically called to do in life, and help you navigate through your own illusions about perception, decisions and actions and help you master structuring your life in a way where you’re free to do that. And there’s no motivation needed. I don’t need motivation to teach. And I’ve delegated anything I might need motivation to to do. I don’t cook, I don’t drive. I don’t to, I have people doing every single thing that I need other than teach, research and write. That’s it. So I delegate everything, because delegation enhances the opportunities in the economy, for more exchanges, more economic growth, and more people have jobs and more people are doing that if I help them find what they love doing, everybody wins, and it grows the economy and society and gives more efficiency to people.

Maria Ross  37:04

So does I’m gonna do I’m gonna interject something here, though. That is very much a position of privilege. So what do people do that are not in that position? To delegate the things that don’t motivate them? Or that don’t speak to their higher values? What do you recommend?

Dr. John DeMartini  37:21

Most people think it is a state of privilege. But I’ve taken a child from Khayelitsha, who was 14 years old, had nine brothers and sisters, both mother and father died of AIDS, living in a shack with plastic on top to keep the rain from doing it mud floor, no bathrooms, no electricity, who is stacking bricks for 60 cents a day. And I showed him how to do this and how to organize his life and to prioritize his life and to delegate things. And he doesn’t live in a shack anymore. So it is not about privilege. Delegation does not take money delegation increases and enhances your economic position. Because as long as you’re not doing if you’re trying to do generalizations, you’re inefficient. Adam Smith knows that and Ricardos law of economy knows that you’re automatically repressing yourself by doing it all. But by finding out what your calling is, your your magnificence, and then doing that and being of service to people. If you care about human beings, you’re going to want to be of service to people. And you’re not gonna want to do it altruistically at your expense nor narcissistic at their expense, you want to do it with sustainable fair exchange. And you can’t stop an individual from rising in socio economic position if they are caring enough to do that. So it’s not a privilege system. But it leads to appreciation for where you’ve come and where you get to go. And you exemplify what’s possible for other people, and that’s inspiring.

Maria Ross  38:54

That is inspiring. Well, this has been such a great conversation about your turning on its head, our ideas of goal setting and motivation, and really working to understand what other people value and speaking to those values, which in my mind is the definition of empathy. So thank you for sharing your wisdom and your insight. We are going to put all the links in the show notes and especially a link to the assessment on your website that you referred to earlier in the interview. I think a lot of our listeners will be very interested in taking a look at that. But for folks that are on the go and listening to this podcast on the go, where’s the best place they can find out more information or connect with you.

Dr. John DeMartini  39:36

All you have to do is go to Dr. demartini.com dr. D M AR t ini.com. When they go there just there’s a little thing that clicks determine your values. Both of them are there. It just takes a second and it’s an educational website. You could you could spend the rest of your life and you still won’t run out of information. You can learn from it. It’s just filled with him. bench podcasts. I mean, I’ve done 9000 interviews. So there’s plenty of interviews, there’s plenty of podcasts, there’s plenty of stuff on there. And that is for them to go and do whatever they can. There’s a magnificence in everyone, but some people don’t give themselves permission to shine. So my objective is to help people shine. So I love the questions you have. Thank you so much for those questions. I hope that I was a value to your audience. But I just know that that the magnificence of who people are, the true them is more magnificent than any fantasy they’ll impose on themselves through the comparison others as Ralph Waldo Emerson said, envy is ignorance and imitation is suicide. And Einstein said my contempt for authority is what made me one I’m not interested in making you superior inferior. I’m interested in you being your authentic self, which allows you to see the magnificence as I was just in India selling in India distributors ago. And they have a term called Namaste. The Divine and made sees the divine in you and vice versa. Yes, that’s the place where empathy shine.

Maria Ross  41:04

I love it. I love it. Thank you so much for your insights today and your wisdom and for being on the show. I encourage everyone listening to check out the links in the show notes. If you enjoyed today’s podcast first of all, thanks for listening as always, and you know what to do, rate and review and share it with a friend or a colleague. And until next time, please remember that cash flow creativity and compassion are not mutually exclusive. Take care and be kind.

Maria Ross  41:37

For more on how to achieve radical success through empathy, visit the empathy edge.com. There you can listen to past episodes, access shownotes and free resources. Book me for a Keynote or workshop and sign up for our email list to get new episodes insights, news and events. Please follow me on Instagram at Red slice Maria. Never forget empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

May Hot Take: Words Matter AND Words Can Divide

Words matter. As a brand storyteller, I have emphasized this in my work with clients. They can be used to provoke or unite us. To inspire or anger us. They can be used as peacemakers or weapons.  You can just turn on the news or listen to political talking points to see this in action. 

In our highly charged politicized world, and the challenge of ever-changing language, it can be difficult to keep up with what is the current acceptable word and what, just a few years ago, is now no longer socially acceptable to say. But it is about more than just being politically correct, it is about respect for other human beings. Today, I talk about some of those questions that we should all be asking ourselves and how, together, we can do better to understand the power of our words to make the world a safer space for everyone. 

To access this episode transcript, please scroll down below.

Key Takeaways:

  • In today’s world, words such as diversity, inclusion, and equity have been politicized and falsely equated to concepts to which they do not belong. Words such as freedom, patience, and love have also been politicized and weaponized. 
  • There is nothing worse than being misunderstood, when others take a whole other meaning from what you said rather than what you actually meant to convey
  • Discernment is required – when is it worth us attacking each other over word usage, instead of focusing on the cause the word represents?

“We should strive to honor others and use the right words that don’t demean or oppress. If words are being used to do that, we should adjust. We also should not let words stand in the way of or distract us from the real work either.” —  Maria Ross

References Mentioned:

Link to empathetic leadership survey for my next book – please complete and share! https://www.surveymonkey.com/r/empathytrap

My new course! Brand Story Breakthrough

Sponsor The Empathy Edge podcast! Check out https://theempathyedge.com/sponsorship/ for all the details.

WIT Regatta

The Empathy Edge podcast, Dr. Suzanne Wertheim: Why Inclusive Language Matters

The Empathy Edge podcast, Daniel Jahn: Racial Solidarity and the Psychology of Racism

Jonni and Maria Go There! Podcast – Apple, Spotify, Google, Audible

Don’t forget to download your free guide! Discover The 5 Business Benefits of Empathy: http://red-slice.com/business-benefits-empathy

Connect with Maria: 

Get the podcast and book: TheEmpathyEdge.com

Learn more about Maria and her work: Red-Slice.com

Hire Maria to speak at your next event: Red-Slice.com/Speaker-Maria-Ross

Take my LinkedIn Learning Course! Leading with Empathy

LinkedIn: Maria Ross

Instagram: @redslicemaria

Twitter: @redslice

Facebook: Red Slice

FULL TRANSCRIPT BELOW:

Welcome to the empathy edge podcast the show that proves why cash flow, creativity and compassion are not mutually exclusive. I’m your host Maria Ross. I’m a speaker, author, mom, facilitator and empathy advocate. And here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society. It’s great for business.

Maria Ross  00:48

Hello, hello, hello, and welcome to this month’s hot take on the empathy edge. I’m your host, Maria Ross. And this week, it’s just me no guest just unfiltered and raw perspective and insights about all things empathy. But before I get started with this month’s hot take, which is about how words matter, and how they can divide us, I have a few announcements for everyone. If you’re a business owner, marketer or entrepreneur, please sign up for the waitlist of my next cohort of brands story breakthrough. This is my five week coaching course to help you connect with your ideal clients and customers through the power of empathy. I’m running a cohort right now and it’s going great. And I would love to welcome you into the cohort in the fall. And I also just like saying the word cohort, you can check out details at red dash lice.com forward slash brand dash breakthrough dash course or I will have that link in the show notes for you. Number two is my new book on empathy is coming in fall 2024. Yes, I am gathering data and stories for this book that’s in the works about the shadow side of empathetic leadership, and how to avoid its pitfalls, and I need your help. If you are a leader of one to 10,000 people and can spare five to 10 minutes, please fill out this short survey to share your experiences with the challenges and demands of trying to be an empathetic leader in today’s modern world of work. The more responses the more valid the data, the survey link is surveymonkey.com/are/empathy trap, or again, I will have that in the show notes. And finally, did you know that you can sponsor the empathy edge podcast, associate your brand with the power of empathy, and get your message in front of sea level leaders, ambitious professionals and changemakers in more than 110 countries. Plus enjoy extra promotion and social media and email? Check out the empathy edge.com Click on sponsorship for all the details. So on to this month’s topic of words. I gave a talk recently with my partner from my other podcast Johnny Ressler, we co host Johnny and Maria go there. It’s a Lifestyle podcast for progressive women who have a voice and want to use it. We were at an event talking about the dark side of ally ship sharing our stories as women in tech. And we’re ally ship, however well intentioned, can go wrong, how we need to have empathy and ensure we build connections and relationships first, before going full steam into performative acts of what we called aggressive ally ship. Now, side note, this event was at the wit regatta women in tech regatta in Seattle. It is the brainchild of my good friend, Melody Behringer. She does these events in Seattle, Vancouver, Amsterdam, and smaller events in other areas of the world. And it’s a wonderful event if you want to connect with women or their allies in the world of technology. I’ll put a link to wit regatta in the show notes for you had to give her that plug. But we were honored to be asked to come speak at the event. Now back to the topic at hand, the dark side of ally ship, sometimes your best intention to support somebody can do more harm than good. And that’s why we have to be careful when we decide to just go guns blazing into being an ally in the middle of a meeting or in the middle of an event or in front of important people. So our message was to build one on one relationships first, to better understand what ally ship looks like to and for the individual because you never know what’s going on behind the scenes for people. As many of you know I have interviewed and learned from many D E IB or diversity, equity inclusion and belonging experts on this very podcast. And I had just had coffee with one prior to that talk. Daniel John or DJ as he’s known, who works with soul focused group where he shared that the word allyship was now in some circles frowned upon. DJ explained that the notion of ally ship could imply a hierarchical or Savior role. He is much more about building connections and bridges. So he preferred the phrase building relationships rather than ally ship. But we both agreed the words may change, but the mission of connection still needs to be at the heart of it. I brought this up as a reference in our talk at the wit Regatta, and we got attacked for it. There is nothing worse than being misunderstood than when others take a whole other meaning from what you said then you actually meant to convey. We were told we were teaching other women to despise ally ship, and who did we think we were as privileged white women to be talking about this? Words matter? They do. As a brand storyteller. I have emphasized this in my work with clients. They can be used to provoke or unite us to inspire or anger us. They can be used as peacemakers or weapons. You can just turn on the news or listen to political talking points to see this in action. A few years ago, I had to defend the words diversity, equity and inclusion, which seems crazy to me, diversity is about celebrating and appreciating difference. Equity is about giving people what they need to access opportunity. Inclusion is about helping people belong. What could be so bad about these words? Apparently plenty. In today’s world. These words have been politicized and falsely equated to concepts to which they do not equate that in just saying these words or wanting to start a dei group, I was guilty of nefarious schemes and hidden agendas. When did we get so lost? What’s next saying the words freedom, love or patience or political, but also true? People have used words to dehumanize and offend, and those words are not okay. We have ample proof that words can lead to oppression and violence. My interview with Dr. Suzanne Wirth, I’m on this podcast about inclusive language was an eye opener, how language defines a culture and how it can and must evolve? How some cultures are erased when their language dies out. How groups impacted by certain words have the right to change the way in which they are referred. And yes, things will change. And yes, we have to keep up. The group impacted gets to decide what is offensive to them, not others describing them. It’s not about political correctness. It’s about respect for humans. Throughout history, language has never stayed static. So we should be okay with changing terminology. If it leads to the greater good, and to more inclusivity check out that episode when you can. I’ll link to it in the show notes as well as to DJs episode. So I can’t have it both ways can I? Can I expect others to forgive me for words when I hold words against others? guess it depends on your perspective, and which quote unquote, side you’re on? How about this? Both things can be true. We should strive to honor others and use the right words that don’t demean or oppress if words are being used to do that, even without our intention. Of course, we should adjust. And we also should not let words stand in the way or distract us from the real work either. Discernment is required. When is it worth US attacking each other over word usage? Instead of focusing on the cause? The word represents? I don’t know the right answer. But I’m going to keep exploring the question. And I invite you to as well. Where are you using a word to demean and dehumanize? And when is it okay to let words slide and agree to various acceptable descriptions in order to focus on the work at hand. Thanks for listening. Remember to tune in to the next episode of empathy edge podcast when you can. rate review, share and above all, remember that cashflow creativity and compassion are not mutually exclusive. Take care, and be kind.

Maria Ross  09:26

For more on how to achieve radical success through empathy, visit the empathy edge.com. There you can listen to past episodes, access show notes and free resources. Book me for a Keynote or workshop and sign up for our email list to get new episodes insights, news and events. Please follow me on Instagram at Red slice Maria. Never forget empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

Stephanie Sarazin: What Is Ambiguous Grief and How To Show Up

Divorce. Losing a family member to addiction. The end of a friendship. Empty nesting. Even the loss many of us felt during the Pandemic. These are all examples of ambiguous grief. Today’s guest is Stephanie Sarazin, a writer, researcher, and experiential expert in ambiguous grief. We talk about what ambiguous grief is and how it’s different from grief brought on by death, how different people cope with it, the stages, and the importance of empathy to help people heal and feel witnessed. We discuss the well-intentioned reactions we have that are actually the opposite of empathy,  and what we can do and say instead. If you want to be a more empathetic colleague, friend, manager, and teammate to those experiencing ambiguous grief, take a listen to this powerful conversation.

To access this episode transcript, please scroll down below.

Key Takeaways:

  • Grief is the invoice we pay for love, and it can only heal if it is being witnessed. 
  • Ambiguous grief is something that nearly everyone will experience for a variety of reasons. We need to build into our benefits and HR policies in our companies ways we can support our team through all of their grief experiences, not just those associated with death.
  • Empathy is not judgmental and is not resentful. Grief, especially ambiguous grief, shows up in different ways for every single person. 

“We don’t have the societal norms for an ambiguous grief experience that we do for grief by physical death. There’s often no outward expression of our grief, yet, it doesn’t make it any less pronounced.” —  Stephanie Sarazin

About Stephanie Sarazin, Author & Certified Grief Educator

Stephanie Sarazin is a writer, researcher, and experiential expert in ambiguous grief. Her work began with her own experience of mid-life trauma, which sparked an ambitious journey—spiritually and around the world—to understand, name, and heal the grief she found within her.  

Her efforts revealed a first-of-its-kind definition for “ambiguous grief,” whereby grief is onset by the loss of a loved one who is still living and wherein the experience of hope presents as a stage of the grieving process. Stephanie’s work brings new resources to reframe disruptive, activating events as a gateway to discovering your highest self, in turn championing ambiguous grief as nuanced, natural, and navigable.

Stephanie is also the founder of Rise Up Rooted, an online resource center for those navigating ambiguous grief, a grief educator, and a TEDx curator in her community. She is a graduate of Michigan State University and earned a Master of Public Policy from The University of Chicago. Her book, Soulbroken (one word) was published by Balance in October 2022 and has received praise from leading voices including Adam Grant, Elizabeth Lesser, and Maria Shriver.

Connect with Stephanie Sarazin

Website: http://www.stephaniesarazin.com 

LinkedIn: https://www.linkedin.com/in/stephaniesarazin/ 

Instagram: https://www.instagram.com/stephing_thru/ 

Book:  Soulbroken: A Guidebook for Your Journey Through Ambiguous Grief. Available at Barnes & Noble, Amazon, and wherever you buy your books.

Don’t forget to download your free guide! Discover The 5 Business Benefits of Empathy: http://red-slice.com/business-benefits-empathy

Connect with Maria: 

Get the podcast and book: TheEmpathyEdge.com

Learn more about Maria and her work: Red-Slice.com

Hire Maria to speak at your next event: Red-Slice.com/Speaker-Maria-Ross

Take my LinkedIn Learning Course! Leading with Empathy

LinkedIn: Maria Ross

Instagram: @redslicemaria

Twitter: @redslice

Facebook: Red Slice

FULL TRANSCRIPT BELOW:

Welcome to the empathy edge podcast, the show that proves why cashflow, creativity and compassion are not mutually exclusive. I’m your host Maria Ross. I’m a speaker, author, mom, facilitator and empathy advocate. And here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society, it’s great for business. Divorce, losing a family member to addiction, the end of a friendship, and D nesting, even the loss many of us felt during the pandemic. These are all examples of ambiguous grief. Today’s guest is Stephanie Saracen, a writer, researcher and experiential expert in ambiguous grief. Her work began with her own experience of midlife trauma, which sparked an ambitious journey spiritually and around the world to understand name and heal the grief she found within her. Her efforts revealed a first of its kind definition for ambiguous grief, where grief is brought on by the loss of a loved one who is still living, and where the experience of Hope presents as a stage in the grieving process. We talk about what ambiguous grief is and how it’s different from grief brought on by death, how different people cope with it, the stages and the importance of empathy to help people heal and feel witnessed. We discuss the well intentioned reactions we have that are actually the opposite of empathy, and what we can do and say instead, if you want to be a more empathetic colleague, friend, manager and teammate to those experiencing ambiguous grief, take a listen to this powerful conversation. Stephanie, welcome to the empathy edge podcast, I am excited to have this conversation about ambiguous grief. And it’s just been great. We got connected through a mutual acquaintance. And I think instantly hit it off when we spoke. And your work so strongly resonated with me. And, you know, I would love to hear your story of how you became an experiential expert in ambiguous grief. But also because this is such a timely topic, I think, because we’ve talked a lot in our society, about the collective grief that we’ve been feeling because of the pandemic, and not just loss of life, but lifestyles that people lost freedom that people lost, you know, lost years of kids education that they’ll never get back again. So there’s a lot of ambiguous grief out there. So help us understand how you came to this work.

Stephanie Sarazin  03:37

Yeah, there sure is. Thanks so much, man. Thanks for having me. It. It is timely, that ambiguous grief is, you know, now now in our vernacular, and it’s something we’re talking about. And I’m so glad that it is. When I first discovered ambiguous grief, in my own life, it was because I had found myself suddenly divorcing after 20 years, this came, you know, in a series of unexpected events that led to it, and left me feeling quite alone and isolated. In my own experience. Now, certainly, I understood that I wasn’t the first person to have such an experience. Yet I couldn’t find anybody in my immediate network. Or, you know, when I called upon them, friends of friends, you’ve been somebody to kind of talk to me about this grief that I was feeling this this incredible depth of sadness. And, you know, it was disheartening to say the least, to feel so alone. Now, of course, you know, every relationship is different. Everybody’s divorce story had is different. But I was, I was certain that I wasn’t the only one. So I set about really trying to understand what it was that I was experiencing, and why I was experiencing this so that I could find a way to heal. I have three terrific kids and now suddenly, being a single mother knew that I had to work to heal myself, and take care of my children, right. And so, in my own desperation for understanding the nuance of this grief experience, I learned way more than I ever could have imagined and spent the next several years researching, writing. And lo and behold, binding lots and lots of people who were having a similar experience, and wanted to talk about

Maria Ross  05:28

it. Well, and I think it’s interesting, because the immediate image that comes to our mind, when we think of grief is death, we’re experiencing someone’s death or loss. But grief comes in a lot of different forms in terms of, you know, something else dying, your, your identity, or your the life you thought you had, or all these other things. So can you talk a little bit about how we get to understanding this multifaceted nature of grief?

Stephanie Sarazin  05:59

Right, I think step one is talking about it. Right. And so to order in order to understand it, it’s something we have to communicate about, and listen to one another, having the experience, you know, for me, it was, it was so different. To recognize that grief by death, which we don’t do really well, in our society

Maria Ross  06:24

anyway.

Stephanie Sarazin  06:27

You know, we find all sorts of creative ways to not use the D word or to you know, to gingerly talk about it, that when we don’t have the tools, we don’t have the societal norms for an ambiguous grief experience that we do for a grief by physical death, we all know that we’re going to die. That’s note your listeners will, nobody will be surprised by that. We all first heard it here first, folks. But, and we have a general idea based on our own, you know, family of origin and our own, you know, community, what happens when we die? How do we mark that with funerals, with you know, songs with different rituals, ceremonies, but when you are experiencing a death of another sort those so those that you just alluded to, right, the the death of our, our relationships with one another, whether it’s the death of a partner of, you know, decades, to divorce, or, or a friend, right colleague, it could be a child to addiction, a parent to Alzheimer’s, a loved one, to indoctrination to, you know, a culture again, incarceration, there are so many different activating events that will bring this ambiguous grief forward. And without those societal norms that we have with a physical death. There’s no, there’s no outward expression of our grief. Yet, it doesn’t make it any less pronounced, right. And since there’s often shame and embarrassment attached to all of those activating events that I just mentioned, oftentimes, the person experience ambiguous grief, instead of talking about it, and telling a friend or trusted group of friends, what’s going on. They instead keep quiet, where they minimize, and often isolate and grieve alone. And you think part

Maria Ross  08:29

of that is we we also with each other don’t know how to react to someone else’s ambiguous grief, because it’s not so clear cut as a death, right? So in a divorce, for example, the other person’s still out there living their life, right. And I sense that what you’re saying is a lot of the fear and shame correct me if I’m wrong, is maybe from someone feeling like they don’t have a right to feel sad, they don’t have a right to feel bad about this thing, because it’s not a death. Is that accurate? It that’s one

Stephanie Sarazin  09:01

part of it. It’s kind of two sides to the same coin. So, you know, in one sense, the individual doesn’t feel that they, you know, have a have a right, as you said, they don’t have the it’s not, it’s like it’s not so bad for not so bad. This isn’t a death. And so they don’t feel permission to grieve. They don’t understand that it’s grief is something I found in my research. But the second side of that coin is that the activating events that trigger it can be internalized, as shameful or embarrassing. Oh, my child who is addicted. And on the streets, I don’t know where they are, you know, that might not be something a person might want to share. I interviewed a woman who had shared with me that her husband had been incarcerated for three years. And she had told nobody. Now he had a five year sentence. And this was during COVID which was a big relief to her because it allowed her to kind of keep up the guys and not have to You know, find excuses which she had done, you know, for the first year. But, you know, she wasn’t sharing her grief. In this case, she recognized that this was a grief that she was experiencing. But that internalized shame and embarrassment of her husband situation? Didn’t, she didn’t feel comfortable talking about it with others. So it’s kind of, you know, this two sided coin? And of course, the answer, certainly one helpful answer, as far as I can tell, is empathy. You know, so if somebody, what I came to quickly learn is that people aren’t talking about ambiguous grief in their lives, because they don’t want to be talked about. And if we could learn to do a better job of, you know, first of all, identifying what ambiguous grief is what it looks like, in ourselves and in others, then we can be more empathetic, compassionate friends, family, members, neighbors, colleagues, you know, it goes on and on. And, and instead of, you know, hopefully, if that could build, then, of course, individuals would feel more comfortable coming forward. Because, you know, being met with empathy is such a beautiful way to relieve your grief.

Maria Ross  11:15

So, I think that that’s such an important point, because many of us try to be empathetic to people we see are in crisis, or we see are experiencing a loss. And is it is it just harder for people to understand what someone is going through when they’re experiencing ambiguous grief? Or are we just sort of doing empathy wrong when someone is dealing with ambiguous grief?

Stephanie Sarazin  11:42

Well, I’ll let you answer the empathy part. You know, I don’t know if we’re doing it wrong. But I think there’s definitely room for improvement. Right. And I think in large part is because we’re, you know, we’re learning really what empathy is, this isn’t something that, you know, most of us grew up understanding, at least, at least intellectualizing what it means, you know, but for an ambiguous Griever, somebody who’s grieving the loss of a loved one who is still living, but not as they once were, it can be such an isolating event in a person’s life. And it’s not something everybody relates to, you know, the specific event won’t be the same as my specific event. And then it kind of goes even further into that is sure. So if I’m talking about a group of people who are all experienced, ambiguous grief activated by divorce, versus a group activated by dementia, or addiction, even the layers within those same kind of silos will be different, because the relationships are all different, right? And the strength of the relationship, the strength of the love will inform the girth of the grief. And so when somebody’s coming to us, to show their compassion, I think

Maria Ross  12:53

they do their best I’d like to like to believe people do their are doing they have good intentions to Yes,

Stephanie Sarazin  12:59

and say, Oh, I had a divorce as well, I went through a divorce, you’re going to be better off, hang in there. Trust me, it gets so much better. Well, okay. That’s your experience that may this might be devastating and horrific to me or, okay to me, you know, without understanding where somebody’s coming from, in their biggest grief, we often miss a sign and kind of project our own experience onto there’s

Maria Ross  13:23

completely and I mentioned to you that I call this empathy, hijacking, because it is from a good place. It’s the desire to connect and a desire to make somebody feel not alone. But in doing so it makes the conversation, not about that person anymore.

Stephanie Sarazin  13:40

Right. And so the Griever is in this funny, you know, experience that they’re

Maria Ross  13:45

either justifying, or trying to console. Exactly,

Stephanie Sarazin  13:48

exactly. And that doesn’t feel good.

Maria Ross  13:51

That doesn’t feel good. And I think I may have told you when we had our pre call. The reason I even came up with that term of empathy hijacking, because it’s something I’ve done many times in the past, in an effort to connect of, I want to feel like I want you to feel like I understand what you’re going through. But the thing is that we don’t understand about empathy is that you can be empathetic with no knowledge or experience of what that other person is going through, because it’s about being with the person and not necessarily having to have had the exact same experience as that person. But we’re such a fixit culture, that we think if someone’s talking to us about their grief, or their pain, or just what they’re feeling in general, we have to somehow fix it. And part of our desire to fix it is to offer a solution that worked for us, right? Because when I had my brain injury years ago, I had a lot of cognitive deficits from and I still do but immediately coming out of that, and people were trying so hard to connect with me because they couldn’t even relate to what I had gone through. It could relate to that There’s just these little minut moments of like, oh, I have to write everything down to, you know, that’s just you getting older, that’s just, you know, I’m never good with names either, and minimizing the experience of going from one thing to another in an instant, right, so that, but they were trying to relate, but in trying to relate, they minimized my experience.

Stephanie Sarazin  15:22

That’s right. And I think a good indication if you’re not sure if you’re doing this, right, and I tried to catch myself as well. So this is, you know, a little tool for anybody who likes to use it and becoming more self aware, is, are you using an if statement? Right? Are you saying, Oh, I can’t imagine I just can’t imagine. Well, now you’ve, that seems benign, that doesn’t, you’ve not necessarily, you know, just verbally vomited your own personal story, which we’ve established isn’t the best answer. In fact, you’ve you’re saying i, which is telling the person, you’re comforting that you’re not thinking about them, because what you’re doing is your brain is processing, what it would be like to be in their shoes, and to experience a brain injury, to experience a divorce to experience your loved one’s addiction or incarceration. Oh, I couldn’t imagine I can’t imagine. Well, that’s what they’re doing is they’re imagining themselves in it. And then they’re saying I can’t, because it’s painful, or if they’re saying, Oh, I don’t want you to cry. Oh, well, that’s another signal of their discomfort with your emotions, reactions. Yeah, right, right. Or, of course, the third one, which we’d already touched on, which is I went through a divorce too, or as you said, I also am bad with names and have to write things down.

Maria Ross  16:44

Okay, not the same. You know, it’s a, it’s really interesting, because as I’ve been studying empathy for these years, I’ve changed my very intentionally tried to change my default around that when someone is confiding, or if I’m trying to be there and actively listen, to say, instead of like, I can’t imagine because I used to do that, too. And sometimes I do it when I forget. But more focusing on that must be really hard. Or, Oh, you must be feeling really alone. Right now. I’m here for you. Like, yes, being able to make those statements exactly what you said, like making sure it’s not about I, but about you. And I think, again, that the myth is that unless we can have experienced exactly what that person has experienced, or bring in a similar situation, which that helps with empathy, but we don’t have to, because right is about seeing things from someone else’s perspective. And if I’m going to talk to a Syrian refugee, I’ve never had that experience, but it doesn’t mean I can’t be empathetic to that person.

Stephanie Sarazin  17:50

Absolutely. And no matter who you’re speaking to, you know, somebody’s having a grief experience. And, and going through some really hard things, whether it be at a Syrian refugee, or you know, any of the other activating events that I had shared, it’s not our place to deny them that experience of feeling that emotion, any more than it would have been our place to deny them the love that built the grief. Right. And so instead of trying to fix it, because it is so uncomfortable, I understand everybody to be happy. Yeah, yes, yes. But that, you know, grief is love. This is the invoice we have from love and how lucky we are to pay it. And so if we can find a way to you know, hold space for that person talking about their experience, and say just what you said, Maria? Oh, that sounds really hard. I’m here. I’m here for you. Yeah. And you’re not asking what they need. They don’t know what they need a lot of times, you know, that’s adding that’s kind of just heaping on more to do on an already confusing time. Right. So I think just I think saying that sounds really hard. That sounds so hard, is helping the person be witnessed and in grief. Healing is not possible if our grief isn’t witnessed. And I went through, I have a Master’s in Public Policy. That’s my background. I had in no way set out to research or write a book about grief, much less the subset of grief that’s unrecognized. And yet, you know, it’s, it’s been something I’ve learned along the way that without grief being witnessed, healing can’t happen. And if we think about all of the ways that our love is witnessed, and that we celebrate our love with, you know, I mean, gender reveals weddings, all the ceremonies, birthday parties, engagement events, bar mitzvahs, Bat Mitzvahs, all these things that we do in life to celebrate miles stones and, and celebrate our love. What do we have on the other side of that for grief, you know and to be able to create a ceremony on your own that helps allows grief to be witnessed, you know is ideal. We have funerals of course when there’s grief by death, ambiguous Grievers have to be a little more creative. I call it a faux funeral, you can still create your own ceremony and work in your own rituals. But witnessing grief being with that Syrian refugee being with the daughter whose mother has dementia, and saying that’s really hard, right? I love you. I’m here for you. Right? And I want to talk about

Maria Ross  20:39

how or why grief is actually a great teacher for empathy and meaning when you experience it. But when you also witnessed it, how is that helping us build that empathy muscle? Well, I

Stephanie Sarazin  20:51

think it’s a great teacher, as long as we are willing to allow it to be right, because we just said it’s so uncomfortable. Depending on how we were raised. Grief can be something we just want to get rid of. I call it the grief cooties, you’ll be able to tell pretty quickly who in your circles, you know, don’t want the grief cooties. It’s almost as though witnessing your grief some way transmutes it to them. And now they’ve got the grief and nobody wants the grief, right. And so if we allow it, if we can lean into it a little bit, when it happens around us, then we can learn how to be how to show up for our colleagues or our neighbors or our children, whomever in our life. And we can learn by seeing empathy and action. How we can show up for others, right? And and contrast is a great teacher too. So you’ll see an empathetic friend, and later go Oh, that was Yeah, okay. And reflection. That’s how I want to show up for people, right? That person was modeling empathy, whether we have the language to identify that or not, and maybe we’ll model and, and try to emulate. But contrast is great, too. Because we can say, oh, man, that person made it all about them. And I’m bringing them a casserole now, right? And, you know, their loss was five years ago, and now I’m resentful, and judging and you know, all of the things, but, you know, if we allow it, if we are accepting of our own grief, then it is just a playground of learning empathy. You know, it’s just so it’s just a wide open field, to learn how to bring yourself in an empathetic way. And also how to, can we give empathy to ourselves? You know, it’s like, how to show up with an with empathy for our own heart, you know, and say, you know, it’s, this is okay.

Maria Ross  22:55

Well, and I’m going to shift gears just a little here, because I think, you know, the relevance to our workplaces. And our Dynamics, as we’re colleagues or as managers to employees, is that it is a little bit because there are known rituals and duties around a death, right? But if someone in your workplace is experiencing ambiguous grief, that’s going to come out in some different forms. So can you talk a little bit about what what are kind of the effects of ambiguous grief on someone experiencing it?

Stephanie Sarazin  23:27

Gosh, you know, it’s widely different for everyone. You know, I’ve interviewed folks who are going through incredibly difficult challenges and layered, ambiguous grief, with multiple family members. And they’re showing up to work every day, because that is the only constant they have. They’ve not shared it with their management team. Because they don’t want anybody to know, they’re holding on white knuckling. This is that stability is the only stability in somebody’s you know, in their life. Conversely, somebody may come in and say, I’m going through a divorce or my mother was diagnosed with dementia, my husband’s just been incarcerated for five years, I need to tell you what’s going on, because I’m needing to take some time for myself. Right. And, you know, bereavement policies today are not as great as they can be. I think there’s a long way yet to go on that. I know California. They’re not as great as they could be not as good as they could be. I mean, it’s three days, five days, California now has a new law which is just been signed in which is making strides going forward, but speak up, you know, because something about ambiguous grief depending on whether or not this was an activating event that happened all at once, you know, a diagnosis and you’re really shaken by it or, you know, a slow progression of decline such as dementia, and you know, and your loved one and you’re a caregiver now and finding care for your The primary caregiver for your loved one with dementia or a diagnosis, you know, speaking up to your HR team, to somebody trusted at work, where you can say this is what’s going on, advocate for yourself, find out what your company offers, in terms of leave what qualifies what part of you know, FMLA might be available to you paid time off whatever it might be, understand what your resources are, and don’t be afraid to use them. It’s okay, that’s what they’re there for. If your company doesn’t have a bereavement policy that, you know, in place, or one that could use some work, you know, raise that flag and champion that that policy to change. That is how they’re being changed.

Maria Ross  25:42

Do you think that society’s view of ambiguous grief is starting to change? Do you think that the pandemic helped with that at all?

Stephanie Sarazin  25:50

That’s the reason? Absolutely. I think so many people experienced ambiguous grief, didn’t know what it was. And it was this collective of other saying, me too. Oh, my goodness, you know, what is this? No, you’re not, you know, mentally unstable, you’re not having a mental health crisis, grief, ambiguous grief, grief of any kind, is a normal, nuanced and navigable human experience. It’s what happens when you go through a pandemic, and you’re isolated, it’s what happens when your relationship changes with a loved one. With you know, when your identity changes, something that I hear a lot of, in August, most years, is parents, mothers, specifically, feeling ambiguous grief over empty nesting. Who am I now? What is my role in life? What is my purpose, I’ve given so much attention to mothering, it’s my calling. And now they’ve flown and this ambiguous grief sets in. And we have to be careful, I say about judging. And this especially is, you know, keen for the workplace. But it really holds, you know, throughout, when you see a colleague who’s not coming in, because they’re going through a divorce, or because they’re moving their mother into assisted living, whatever the case might be. It’s so important that as we learn empathy, we also understand that empathy is not judgmental. Right? Absolutely. And so if you find yourself saying, Oh, well, you know, there’s Maria, she’s taken five days off. And, you know, in a day beats the purpose. Yeah, my dad was sick, too. But I didn’t take any time off. So, okay, Maria, I guess here’s what I’ll do for you. I can do you know, and the person might feel like they’re really showing up, and they’re gonna take your workload for five days. But they’re bitterly resentful about it, because they didn’t take five days. And I think we just have to do our best to understand that. Grief is so individualized, and people grieve differently. And just because Maria’s taking off five days, and Susie took off one for none, nobody’s right, nobody’s wrong. If we can just show up for one another and say, That sounds really hard.

Maria Ross  28:10

Mm hmm. Do you see like leaders of teams or managers being able to play a good role in helping someone through ambiguous grief?

Stephanie Sarazin  28:20

Well, I think that it depends on the person in that position, it’s such a top down. And you know, as empathy training continues in those top spots, it’s a thing. It’s a wonderful opportunity for, for leaders to practice empathy, through grief. And that’s circling back to grief and empathy being, you know, great training partners, because we’re all going to grieve. And we all at least, the large majority of us have the capacity to learn empathy. So let’s put those tools to use when inevitably, those around us are grieving. And then when it’s our turn to grieve, may we be as lucky as to have empathetic folks around us too.

Maria Ross  29:05

So I know you wrote the book soul broken a guidebook for your journey through ambiguous grief, we’ll have a link to that in the show notes. But where has this work taken? You? What kind of work are you doing now? And are you working with individuals? Are you working with community organizations? Are you working with companies? Where are you taking this work next?

Stephanie Sarazin  29:25

I’ve not worked with companies and I’ve done some community panels, which was, you know, really enriching, mostly one on one and small group individuals who are experiencing ambiguous grief and feeling like they are out in a boat in the middle of the ocean all alone, you know, which is understandable place to feel like you are in the beginning. It’s certainly where I was. And you know, what has taken an interesting turn for me is in the ritual and reconciliation component, which is one part of the process model. One chapter that kind of came from you No healing, ambiguous grief. So this is what ambiguous grief is. And here’s kind of the process model I co authored with another with a therapist who’s terrific. And we were able to identify kind of what was happening in model form. But when we talk about how are we, so here’s what it is, how do we heal? How do we move forward with it. And, you know, it’s, it’s incredible to me to see how impactful a ritual can be, in lieu of a funeral where, you know, there, eulogies are given and all these beautiful rituals are under the umbrella of this ceremony. You know, we don’t have our last witness on that grand scale. So I’ve been working with individuals, when they get to that point of creating their own funeral. Creating what for them, gives the opportunity to invite others to witness their loss, to honor their love, and recognize their grief so that they are able to move forward.

Maria Ross  31:03

You mentioned a process is this mapped to Kubler Ross’s, work about about the stages of

Stephanie Sarazin  31:10

grief, it isn’t But similarly, right, so tell us what those are. Yeah, so Elisabeth Kubler Ross, her seminal work, the stages that she identified are anger, bargaining, denial, depression, and acceptance. But those are nonlinear. Those aren’t meant to be we bounce it, I’ve done work exactly. And, and worth noting is that just two years ago, David Kessler added meaning to that group as well with the permission of the Kubler Ross family. And what I found in my surveys and my research, absolutely, these emotions are experienced for somebody with ambiguous grief with an ambiguous grief as well. However, there was one wily emotion that kept popping up Maria and I couldn’t quite name it, but I could see it. And I would see it in myself, and I would see it in others. And I couldn’t quite name it until I recognized it as hoped and so forth. And

Maria Ross  32:17

I totally thought you were gonna say shame, but no, so Okay, great, right.

Stephanie Sarazin  32:21

Yeah. So hope shows up for an ambiguous Griever in a couple of different ways. You know, if you think about if we were grieving the loss of our loved one to a physical death, nobody is hoping that they’re going to ring the doorbell and show up on our doorstep, ever. That would be very frightening. Nobody is hoping for that. But for an ambiguous scraper for that mother whose child is addicted and on the streets? Yes, you better believe those parents are hoping for their child to return return, right? So for the the child caring for their parents with a traumatic brain injury or dementia or Alzheimer’s, hoping for a cure, right? And all of these different activating events that I named, there’s hope, because the person is still alive. And so we are hoping they come back to us right now, the problem with that is that hope kind of plays the role of a double agent. It’s good, and it’s not so good. And this is tricky, because we know hope to be a wonderful, glorious thing that we need. And I always say don’t misunderstand me, I get it. Hope is a wonderful thing. It is a virtue it is. It’s something that I want for everybody. Emily Dickinson, I love her one of her most famous works is Hope is the Thing With Feathers that perches in the soul and sings the song without the words and never stops at all. Oh, well, that’s just so light and beautiful. And who doesn’t want something perched within us that, you know, sings the words are things the tune without the words and never stops at all. And it’s this beautiful, you know, image of a Cinderella bluebirds that comes to mind for an ambiguous Griever that sees that bird that never ceases to stop tweeting is more of an Iago from The Lion King like the squawking parents, right? You don’t want that parent in our ear. Right? But when we’re when hope is all we have. And we cling to it so desperately because we want our loved one back. Hope in that form is external hope, as opposed to internal hope or we’re hoping for ourselves and too much external hope is as dangerous as it is good because there is in the DSM five prolonged grief disorder, which is something that is, you know, pretty much where you’re in such a deep grief. It’s defining you, right. You’re obsessively thinking about it. It is all consuming and it If you’re in prolonged grief, if you’re experiencing a prolonged grief disorder, that’s something that needs a clinician practitioner, and professional help to work you out of that. It’s like a quicksand really. So by being able to identify when we’re hoping, and to say, okay, am I hoping for myself? Is it healthy hoping? Or is it right? So hoping Yeah, exactly. Is this internally driven? Is it externally driven, because I can’t change another person, I can only change and work toward my own healing. And so hope can be tricky, but just like empathy once we learn to identify it, and we know better than we can do better.

Maria Ross  35:43

I love it. Thank you, Stephanie, so much for sharing these insights. And I hope this episode will help so many people listening and also be able to help all of us leaders, colleagues, show up for our workmates that might be experiencing these issues, and we’re just glossing over them. And to you know, I always say, you know, we spend the bulk of our time at work. In some weeks, we see our workmates more than our family. And so we should hold those relationships sacred, there shouldn’t be love in there, right. And so this is part of that is yes, we’re all there to do a job. And we have a mission. And we have performance benchmarks and all those things. But we also just need to care about each other as people. And if we can’t, in that particular workplace environment, maybe we need a different one, maybe we need a different culture where we can find that support. And as you’re talking, I’m thinking, oh my gosh, every HR department needs to add some sort of resource around ambiguous grief to its bag of, you know, benefit tricks for people, whether it’s, you know, resources, have specific therapists to talk to about ambiguous grief, whether it’s educational resources, because I think, even though, and this is just me waxing on about this, but, you know, like you said, everybody experiences death, and we still don’t do that very well as a culture anyway. I almost feel like many more of us experience ambiguous grief in certain forms, like you said, an empty nester, you know, someone who gets divorced someone who ends a relationship or ends a friend relationship. I feel like that happens more often to us than the significant big deaths in our lives.

Stephanie Sarazin  37:28

Absolutely. And I’ll add to that familial estrangement. Yeah, you know, in a growing culture of divisiveness, families, you know, maybe aren’t coming together around the holiday table as they once did. Right. And so, losing your family members is incredibly painful, and being cultivating a workplace environment where we recognize that these are hard life events. And you know, as an employer, we can show up for our employees or employee family a little bit better, I think is a noble task to take on. I love it.

Maria Ross  38:04

Thank you so much. We’re gonna have all your links in the show notes, including a link to your book, but for people on the go, where’s the best place? They can find out more about you and connect with

Stephanie Sarazin  38:13

you? Sure. My website Stephanie sarazen.com.

Maria Ross  38:16

Wonderful. Thanks, Stephanie, for joining us today.

Stephanie Sarazin  38:20

Maria. Thank you for having me. And thanks for the important work you’re doing. I’m so glad to have chatted with you today.

Maria Ross  38:25

Thank you, everyone for listening to another episode of the empathy edge podcast. You know what to do. If you like what you heard, please leave a rating and a review and share it with a colleague or a friend. Until next time, remember that cash flow creativity and compassion are not mutually exclusive. Take care and be kind.

Maria Ross  38:52

For more on how to achieve radical success through empathy, visit the empathy edge.com. There you can listen to past episodes, access shownotes and free resources. Book me for a Keynote or workshop and sign up for our email list to get new episodes, insights, news and events. Please follow me on Instagram at Red slice Maria. Never forget empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

Catherine Bell: How to be An Awakened Company and Leader

Your organization is not just some static, monolithic thing. It’s actually a forest – living, breathing, adapting, full of evolving biodiversity. Often leaders get stuck, focusing on our productivity and numbers, and end up underperforming as a result, causing disengagement and mental health crises in their wake. Today, Catherine Bell shares how integrating consciousness, empathy, and relationship-building creates an Awakening Company that combines profitable performance with conscious purpose.

We discuss what an Awakening Company looks like, how empathetic leaders can be more self-aware and conscious in the moment – leading to higher engagement and performance – and she shares an empathic practice to bring you home to your body in a nanosecond. She fuses compassion, relationships, and consciousness with tangible business performance and transformation – your invitation today is to be brave enough to transform your leadership style to reap all the rewards!

To access this episode transcript, please scroll down below.

Key Takeaways:

Focus on creating healthy, vibrant cultures within your organizations. In the connections, the processes come alive. Our beingness and our ability to relate to one another is where the awakening is. You cannot check your being at the door when you get to work. We all have a sphere of influence. You can create a microculture around you that encourages empathy and connection, without waiting for the decree to come from higher up in your organization.

“We need seasons in our organizations. We need quiet time. We can’t just be relentlessly on the go and at the mercy of productivity. An awakening organization pauses, takes a breath, and then something more creative and dynamic can come in.” —  Catherine Bell

About Catherine Bell:

Catherine is a successful serial entrepreneur, business leader, and best-selling business author who focuses on awakening the fire within as Founder of The Awakened Company. She’s also the author of the revolutionary business book, Awakened Company. Her focus is on helping ignite and sustain the fire within by helping organizations create healthy cultures through her practical experience, wisdom traditions, and business research.  She has taught the Awakened Company process in 23 different countries.  She was recently recognized by Inc. Magazine as one of the top 10 innovative CEOs revamping the future.

Previously, Catherine founded BluEra, a Profit 500 executive search firm. As a top-200 growing company in Canada and top-10 in Alberta, BluEra was a successful example of the Awakened Company System in action, one that is being integrated into the Smith (Queen’s) School of Business Masters of Entrepreneurship. She now helps organizations develop culture strategies.

Catherine has been published in Fortune, HBR, Profit, Conscious Company Magazine, Women of Influence, and has written for the UN. She has worked around the globe from the UK to Cuba, with Fortune 500 companies, and serial entrepreneurs.

Connect with Catherine Bell:

The Awakened Company: https://awakenedcompany.com/

Her book, The Awakened Company

Twitter: https://twitter.com/awakenedcompany

LinkedIn: https://www.linkedin.com/in/bellcatherine/

Facebook: https://www.facebook.com/awakenedcompany

Instagram: https://www.instagram.com/theawakenedcompany/

YouTube: https://www.youtube.com/channel/UC5XwzGZacXitTYvb4NPdhgw

Vimeo Channel: https://vimeo.com/user27041330

Awakenly App: https://www.awakenly.app/

References Mentioned:

Enneagram: https://awakenedcompany.com/enneagram-courses-awakened-company/The Empathy Edge podcast, Chris L. Johnson, When Leaders Pause, They WinCarol Dweck, Mindset: The New Psychology of Success

Don’t forget to download your free guide! Discover The 5 Business Benefits of Empathy: http://red-slice.com/business-benefits-empathy

Connect with Maria: 

Get the podcast and book: TheEmpathyEdge.com

Learn more about Maria and her work: Red-Slice.com

Hire Maria to speak at your next event: Red-Slice.com/Speaker-Maria-Ross

Take my LinkedIn Learning Course! Leading with Empathy

LinkedIn: Maria Ross

Instagram: @redslicemaria

X: @redslice

Facebook: Red Slice

Threads: @redslicemaria

FULL TRANSCRIPT BELOW:

Welcome to the empathy edge podcast, the show that proves why cashflow, creativity and compassion are not mutually exclusive. I’m your host Maria Ross. I’m a speaker, author, mom, facilitator and empathy advocate. And here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society, it’s great for business.

Did you know your organization is not just some static monolithic thing, it’s actually similar to a forest, living, breathing, adapting full of evolving biodiversity. Sounds about right since organizations are made up of living, breathing, adapting human beings, but so often leaders get stuck, focus on forcing our productivity and numbers and end up underperforming as a result, and causing disengagement and mental health crises in their wake. Today, my guest Katherine Bell shares how integrating consciousness empathy and relationship building creates what she calls an awakening company that combines profitable performance with conscious purpose. Catherine is a successful serial entrepreneur, business leader and best selling business author who focuses on awakening the fire within as founder of the awakened company. She founded blue era, a profit 500 executive search firm, as a top 200 growing company in Canada and top 10. In Alberta, blue arrow was a successful example of the awakened company system in action, one that’s being integrated into the Smith Queen’s School of Business masters of entrepreneurship. She now helps organizations develop culture strategies. She’s also the best selling author of her book, awakened company. We discuss what an awakening company looks like how leaders who are empathetic, can be more self aware and conscious in the moment, leading to higher engagement and performance. And she shares an empathic practice to bring you home to your body in a nanosecond. What I love about Katherine’s work is she like me, fuses compassion, relationships, and consciousness with tangible business performance and transformation. Your invitation today is to be brave enough to transform your leadership style to reap all the rewards Take a listen.

Maria Ross  02:20

Welcome, Catherine to the empathy edge podcast here to talk about what it means to be an awakened company and how to leverage empathy to build better relationships. Thank you so much for joining us today.

Catherine Bell  02:33

Thank you so much for having me. And thank you to everybody who is listening as Yes,

Maria Ross  02:39

thank you. Bye, awesome listeners. So I want to talk a little bit about your both your company and your book called The Awakened company. Tell us what an awakened company is. And what does it look and act like?

Catherine Bell  02:54

An awakened company is an organization that solves a problem. And then solving a problem does not cause harm to either the environment or to humanity. And awakening organizations, I use the term awakening because I don’t believe it’s a conclusion. Whereas awakened, it sounds like it’s concluded, whereas awakening awakening organizations are like a live forest. They have diversity, they have different experiences, and they’re all allowed, and they’re alive and vibrant. Whereas, you know, when we go into organizations, often we can feel like they’re like sludge, they feel they feel slow and stuck, and not alive and vibrant. Not the opposite of an awakening organization. An awakening organization is like seeing all the butterflies in the forest and smelling that great, wonderful air when we walk in the forest. So it’s vibrant, it’s emergent. It’s not something that static or stuck in the mud.

Maria Ross  03:59

I was gonna say it really it really reminds me of, you know, versus some other terms I’ve heard, which is like a conscious company or purpose driven or other terms that are out there. What I like about that is, is that analogy really speaks to how a an organization, like you said, it’s not a static thing, but it needs to ebb and flow. It goes through seasons, it goes through phases, it goes through rebirth, then it goes through death, and it goes through all of these different phases. And it’s okay because it is sort of a living, breathing thing, because it’s made up of people who are living breathing things.

Catherine Bell  04:35

That is so accurate. And in my upcoming playbook I actually talk about the playbook is like how do we create awakening organizations? I actually talked about the seasons, that we need seasons in our organizations. We need quiet time. We can’t just be relentlessly on the go and at the mercy of productivity. That’s not what in a way Any organization is an awakening organization also pauses, takes a breath. And then something more creative and dynamic can come in. So there’s, you know, there’s kind of three pillars, if you were to imagine a drop in an ocean, so we’re dropping a drop of water in the ocean. First we awaken ourselves, then we awaken our relationships, then we awaken our teams, our organization, our communities, but the ripple extends, and it’s alive and it’s moving. The first drop, though, is with ourselves. And that’s where empathy comes in as like, how do we awaken ourselves and one of the tools, because, you know, when you look at the data, the majority of people are disengaged at work. And that’s a real challenge, a real challenge. So how do we wake up something new, and I just want to touch in on empathy, you know, there’s cognitive empathy, emotional empathy, empathetic concern. And what I love about those three things is they tap into the three centers of the Enneagram. And I’m not sure if you’re familiar with the Enneagram. But it’s something that every leader should know about, because it talks about the heart, the head in the gut. And so yesterday, on one of our webinars, I’m gonna give like a real example. I had somebody who was just down in the dumps. And I noticed I’m an Enneagram, type eight, I immediately wanted to fix it wanted to, like, you know, get in there and, and, and kind of do oh, here’s the things you need to do. Is that God Cheever,

Maria Ross  06:35

no, okay. Or I don’t know which one that is. But yeah, oh,

Catherine Bell  06:39

okay. Well, let me quickly go through each type. So when we think of cognitive empathy, those are the head types of the five, the observer, the six little loyalists, the seven, the enthusiast, and you can go to our YouTube channel, we have a whole bunch of free videos, and people can learn more about it. Then there’s emotional empathy, which is our hearts, which is the to the help of the three the achiever, which is you the for the individualist, and then there’s the more body centered types, which is me. And that’s the eight, nine and one challenge or peacemaker, and Reformer. So the invitation is to get in touch with, you know, our self wisdom, our self knowledge, so that we can understand where our biases may be in terms of how we’re going to act from an empathetic perspective. So some people will be biased to be more like empathetic from a head perspective. Others will be empathetic from a heart perspective, and others will be empathetic from more of an action or inaction perspective. And so to really get in touch with that, so knowing that my bias was towards action, and I literally felt my body go to wanting to act well, have you tried this? Have you done this? Have you done this? I’m like, No, that’s not what he needs. He needs you to sit and be with Him, in His challenging in his hardship. So that’s what I did. But if I didn’t know what my bias was, in terms of my Enneagram type, I wouldn’t have been able to do that.

Maria Ross  08:14

Right, right. Yeah. And you know, when I did my research for my book, The Empathy edge, it talks a lot about the differences. And when I do leadership trainings, it’s talking about the difference between cognitive empathy and affective or emotional empathy. And then, both of those leading to action, or could lead to action, which is compassion, compassion is empathy and action. And so I love that you’re relating this to understanding your own leadership style, so you know where to lean in, and where you need to sort of watch yourself and tread carefully, or you might not be giving the person what they actually need in that moment. And so let’s talk a little bit about that. Well, first of all, I’m just so curious, because you seem to blend business performance with these, these almost spiritual ideas. So what brought you to this work where you’re we are fusing those two things together?

Catherine Bell  09:07

What a great question. Thank you for asking it. No one’s ever asked me about one before. So thank you. And it’s a brilliant question. So the awaken company merges wisdom traditions with practical know how and business research. And the book was written was published over seven years ago. And it took me seven years before that, to write it. As you know, being an author, it takes a heck of a lot of time. And just now it’s being re released. And so what brought me to it is practical experience. So creating an organization that was one of the most profitable companies in Canada, and also recognizes the best workplaces and my partners and I decided we do things radically differently. So we are doing mindfulness in our boardroom decades ago. And we are doing unlimited vacation decades ago. are doing. And by doing that, and kind of trusting people and doing all these little hacks, it’s all about the little hacks. And I was like, oh, I need to write a book. But how the book came to me is very, very interesting. I was with my colleague, Carolyn, and we are sitting in a dimly lit cafe in New York City. And it was like a lightning bolt shot through the top of my head, and said, You’ve got to write a book called The Awaken company. So I immediately turned to my colleague, Carolyn, I’m like, Carolyn, I’m thinking I’m supposed to write this book, The Awaken company. She looked at me and she’s like, Yes, you are. And that’s how the book began. And it originally began as actually a recruiting book, because I was, it was an executive search firm, that I co founded. And the we were just doing things radically differently. But anyway, when I wrote the book as how to recruit great people, well, well, that got terrible reviews. My business partners were like, Kathy, this is so boring, and so dry. I kept at it kept at it kept at it. And I knew I wanted Eckhart Tolle, his publisher to publish it. Constance Kelo, because I thought it would be a radical statement to have an organization that’s all about consciousness, bright, you know, publish a business book. And when she first got it, she’s like, No way. I’m not going to publish this. Well, I just kept at it, like the little, you know, like, I’m like, the little engine that could, you know, I’m like, I’m just gonna keep trying and keep trying. Well, I asked her probably four times, and she finally agreed she would publish it. And at the same time, I was soliciting opinions from other people like Otto Sharma from MIT, Rose, Macario, Patagonia, and they didn’t know me. So just listeners, get out of your comfort zone and ask people and who cares if they say no. And then eventually, the book was published, became a bestseller won awards, but what I’m most thrilled about is the impact it’s having on people’s lives.

Maria Ross  12:06

And what is it? You know, let’s let’s, for our listeners, business leaders, aspiring leaders, what is the benefit of being an awakened company? What we’ve talked a lot on this podcast about the benefits of empathy to your organization, but you’re talking about even something bigger? So, you know, what are some of the benefits to an organization of operating this way? And can you give us some examples? Who were some of your bright lights that you look to in terms of like they’re doing it right?

Catherine Bell  12:34

Yes. So the benefits are, when we’re aligned with our vertical, like our actual beingness, everything becomes more sacred. So when our engagement goes up, our performance goes up. And I also would invite everyone to think of their organ their organizations as almost like organisms, so that they become alive entities in and of themselves. And what’s been shown is when we focus two thirds, on creating healthy cultures, and 1/3, on financial results, that is where alchemy happens. Now, so often, I’ll meet with CEOs and like, hey, Kath, can you take take my organization from zero to 1.6 billion, like you did in five years? Like you did that other organization? I’m like, That’s the wrong mantra. That’s the wrong approach. Right? It’s, it’s like how do we create the healthy cultures, the healthy, vibrant forests in our organizations where there’s connection, as recently where we were working, it wasn’t me, it was, it was me and my colleagues, we were recently working with a company who had amazing processes, but there was no connection between the people. So our very little connection between the people so where do we focus our energy, creating connection between people, because it’s in the connection, that the processes come alive. Whereas if they’re just processes it, we’re not automatons. And I believe any organization can become an awakened company with the right intention. And with the right leadership, so I don’t you know, I think the time has gone to kind of hold up certain companies, I think we can learn from everybody and everything. And that’s the invitation with awakening companies is like, oh, that company is doing this. Isn’t that interesting? How do we apply that to our organization? I interviewed Zappos for the book. And one of the things that they do that I loved is r&d, which is rip off and duplicate. And I think that’s just so smart and wise, like, how are we learning emerging organizations? And that’s the invitation and also to view it as a grand experiment, because what will work for one company won’t work for another company, and to really kind of consider it visually, our corporate cultures, that’s why I don’t believe in cookie cutter culture. I think our cultures have got to be diverse for us to have a healthy, healthy world, and also healthy organizations.

Maria Ross  15:13

And so what, you know, you’ve talked in the past, about the highest performing leaders are self aware. And so I know you have opinions about how empathy makes people more self aware. Can you share that with us? And maybe some examples of clients you’ve worked with who’ve made that transition?

Catherine Bell  15:29

Well, so one of the things I speak about, is, are we coming from our weak place? Or are we coming from our asleep place? So I often think people won’t like me, I have a rejection structure that’s pretty strong. And so when you can’t, when I come in with that attitude, oh, they’re not gonna like me, I’m too strong, I’m too bossy, I’m to blah, blah, blah, you know, I have these kind of negative things that I see about myself. And that’s coming from my asleep place. That’s not reality. And when I come around that asleep place, what’s interesting is it reinforces itself. So how do I come from my more awakened state, that just being with somebody just relaxing, just relaxing into being, and really thinking about, like, putting myself in the other person’s shoes, instead of worrying so much about myself, really am not that interesting. Other people are far more interesting to me than me. And to come from that place that life is happening actually, for me, rather than life is happening to me. And I think the key ingredients in this in our relationships, and I talked about this in the book, are how are we being heartful? How are we being mindful? And how are we being spacious? So heartful? Like, how are we really connecting at a heart level with the other person? And super interestingly, the most engaged group of people are those who are positively noticed. So how do we here’s a hack began to just positively notice those around you. It’s a simple, simple empathy slash leadership hack. Notice the good things people are doing?

Maria Ross  17:21

Well, that’s a very, you know, reinforcement of a more positive narrative that you learn with raising children you learn about, like, don’t just be on them, when they screw up, make sure you’re catching them doing good, make sure you’re catching them being good, being positive, being helpful. And, you know, we don’t, we don’t evolve that much in terms of those needs from childhood. We need those because we are setting those scripts and setting those narratives. And if we’re getting that positive reinforcement, along with, you know, the thing I often hear from leaders is, well, I don’t want quality to slip, if I’m going to be doing all this conscious work. And being empathetic, you don’t have to, because being empathetic means you’re really clear. And it means you help someone when they trip and they don’t meet those expectations, where they don’t meet that performance level, the empathetic leadership style is to figure out what’s going on for them. And not It’s not to lower the bar. It’s to help them reach the bar that you’re setting.

Catherine Bell  18:22

Very, very much so very much so. And also, what I love about your perspective is it’s learning. So I love Carol Dweck research, which I’m sure you’re familiar with,

Maria Ross  18:32

you know, growth mindset,

Catherine Bell  18:34

the growth mindset versus the closed mindset, that it’s not a conclusion. It’s not just about getting the gold star. We all have gold stars and negative stickies all over us. It’s more about what are we actually learning? How are we present to the here and now with our colleagues. And we so often put old narratives on on people and old stickies on people. When the focus really okay, we’re here together now. This is what’s in front of us now, what are we learning? Where are we growing? Where are we experimenting? And to have that frame of kind of how in our relationships, are we hurtful? How are we mindful? So how are we considering, you know, each other intellectually, and that’s really, really important. When you look at transformational leadership. One of the key aspects is intellectual stimulation, that we need to inspire each other through good questions like you’re asking right now to to get people thinking in different ways. And then how we spaces and that is recognizing that we’re actually autonomous, that we’re together and we’re autonomous, and it’s really, really important to honor people’s individual journeys in our organizations, that it’s not a cookie cutter approach. quote. And that’s another aspect of transformational leadership, which is one of the most well researched business models, or leadership models is individualized consideration. We need to consider people as individuals. So all these kinds of ingredients put together a healthy soup for our, for our organizations, and also for our lives. Like we can pretend that we’re not that we’re working home or separate. And that’s simply not true. If we’re checking our being at the door, when we come to work. That’s a problem. And if we’re checking our work when we come to home in terms of No, that’s a problem to where we are all our sense of time. And we do need boundaries. However, our beingness. And our ability to relate to each other is where the alchemy as in awakening ourselves, awakening our relationships and awakening our collective field. And I do think that there is we’re at a point in time where it’s very interesting, because I think many awakening organizations are feeling this sense of oneness that I haven’t seen before. Yes. Which is really, really exciting to me.

Maria Ross  21:15

It is and I know, you know, the pandemic accelerated a lot of these conversations. And, you know, I’m sure you felt this, too. I’ve shared this on the podcast before with listeners. But you know, when I was first chopping my book around to agents, they didn’t get it. They were like, I don’t understand, is it a business book? Or is it a self improvement book, and I’m like, it’s a business book. But it’s aligning our connections and our and our compassion and our humanity with our work. And actually, there’s a business case to be made for that. And so yes, sometimes, you have to convince people, the skeptics with the business case, and that’s what I did with the book. But my my sneaky goal was just to help create a more empathetic society because it you know, we talked about before we started recording, it spills over, you know, you practice at work, you make work your laboratory, your playground, because you spend the bulk of your time there. But you can’t tell me that’s not going to impact the person you are when you go home to your family and your friends, you’re not going to you’re not going to switch off that empathy. And so collectively, if we if we can say, okay, the moral arguments to be more empathetic and compassionate might not be working for everybody. So let’s figure out a way to look at at the benefits this offers, and it offers to an organization. And what I love about your work is that you are tying it to performance to excellence, to transformational leadership, not just, you know, something woowoo out there that people can embrace, but something that they can tangibly see in their organizations, if they’re willing to try if they’re willing to get curious. And they’re humble enough to say, I don’t know how this is going to go, but we’re going to try.

Catherine Bell  22:58

Well, and let’s talk about this trying, because decades ago, I’d be in the boardroom and begin with mindfulness. And I would literally be sweating, because it would be so it’s it was something nobody had heard of. And so it’s that willingness to try and to risk ourselves and to risk kind of falling flat. Or, however, if we’re aligned with the vertical dimension or with presence, we’ll always be learning something. And let’s talk about some data on relationships and organizations, because I’m really big like you are in terms of marrying all these different dimensions because it, it’s at the intersection where I think reality is, so in terms of relationships, the majority of people, right, the worst time of the day is their time with their bosses. So we have a whole bunch of boss holes. And it’s tragic for the leaders and tragic for the employees, because no leader wants to be known as a boss all and nobody wants to work for a boss. Whoa,

24:01

I love that term. That’s great.

Catherine Bell  24:04

Well, and so the invitation is like, Okay, we need to do something different in our relationships, and to try and to get vulnerable, and maybe sweat a little like I did at the beginning. I’d really literally be in a room full of men and sweating talking about let’s do a centering practice. And then we can also look at the data in terms of our organizations and the majority of businesses don’t survive past 10 years. What more do we need? We have people who are disengaged. We have people who write the worst time of their day is their time with their bosses. So that’s individual relationships, then collectively, the majority of our businesses don’t survive past 10 years. So the invitation for the work we’re doing is there. People it is needed and required to create a more compassionate, grounded world. I am very big into time it needs to be grounded. It can’t just be all woowoo no No, we need the essence, tech ideas to come to life, and how we’re working together and operating together. And that’s the only way I see. As US, the only way for us to be able to solve the challenges that we’re facing is for this more global collective consciousness in a very grounded way, come to life. And it’s all by our simple day to day interactions. And so we can’t pretend we’re gonna save the world. No, it’s like, what am I doing today? What am I doing right now to be of service to help humanity or help the planet? And or help the planet?

Maria Ross  25:39

So that brings up an interesting question, because I’ve talked to a lot of organizations where you’ll get folks that are not in leadership positions, saying, but what can I do? I’m not the CEO, I’m not the person setting the tone for the organization. And I have an answer I give them but I want to hear what your answer would be to them.

Catherine Bell  26:01

Okay, I will say it and then I want to hear yours because, okay, interested. So we’re all leaders, is what I say. And I truly believe and I think the moment we think we’re not a leader, that is the moment we aren’t of service to ourselves, actually, I believe everybody is a leader. And I also really believe that everybody should have a personal aim. So that is an intention, I believe we lead with intention, then we place our attention on our intention, and being very receptive with that, and then we action or inaction. And those three pillars are very, very important. And often people don’t have personal aims. So I’d say okay, what’s your personally, and to really focus because it elevates us when we have personal aims? And then I’d also talk about, are we coming from our weak place? Are we coming from our asleep place? And how does this play out with our self awareness? And what is our Enneagram? Type? And how does that how’s that working into it? So now, how would you respond because I want to hear what you

Maria Ross  27:06

what I often talk about, and I talked about in the book is that we all have a sphere of influence, whether it’s 10,000 people in our company, and I’m the CEO, or I’m an individual contributor, just out of college, and I work on a team of five people. And I have my family and my friends that I influence. And so by adopting the method of work that feels more compassionate to you more empathetic, that is more about connections, you create a ripple effect. So even if it’s not a decree coming from on high, from the CEO, even within a very negative culture, you can create a micro culture. Because if you operate this way, and you succeed, that’s contagious. And people will go well, wow, I really like the way Katherine operates and her how she builds relationships, and she’s killing it. She’s meeting all her goals, how does she do it, you become a model for people to go, I can succeed that way. And so it can start, it can start a groundswell, it is easier if the top leadership is modeling this behavior, recognizing this behavior, putting their money where their mouth is, in terms of the company’s actions, policies, ethics, but it doesn’t mean that you can’t influence your sphere of influence. So you don’t have to wait for that decree to come from on high. So it sounds very aligned, it sounds very much like you’re about the same thing, which is, and I love that you’re adding in this element of if even if you think your organization now it doesn’t mean you stay in an organization that’s toxic or negative, or if you’re not happy there. But it also doesn’t mean you have to give up on an organization. If you love your job, you love your team, you can create that micro culture. But what I love that you’ve added to this is, what is that intention? What is that aim, almost like a mini mission statement. For your group of five or your group of 10. You don’t have to wait for the official mission statement and purpose statement from your organization. You can create one for your team. And I love that and for yourself.

Catherine Bell  29:13

Well, and it begins with ourselves. And you I love what you just described because it kind of showed the drop of the awakened company and the ripples that you just described it so eloquently. And beautiful. And yeah, begin with our individual aim and then get a group of people. And what’s important, what I’ve learned from a lot of practical experience when creating a group vision is something that Margaret Wheatley says, which is people support what they create, so ensuring that it is a group process and learn from my mistakes. So I’ll give you I’ll tell you a story of when we started blue eye we had a team meeting and I was like okay, here’s our vision and I kind of rammed it down everybody’s throats

Maria Ross  29:57

right and I’m like Aaron was your was your staffing firm yes,

Catherine Bell  30:00

yeah was the was the was the executive search firm? Yeah, I’m a serial entrepreneur, as you know. And so then we had someone come in from Denmark because we weren’t doing. We were doing work that nobody else that we are aware of in North America was doing. So we wanted somebody else’s perspective and another VISTA, another country’s Vista, too. And the first question he asked was, What is your organization’s vision and nobody raised their hands. And that night, I freaking cried myself to sleep. I was just like, I have failed epic leadership failure, like, and so leaders don’t repeat what I did. And I realized this because I didn’t get people involved. I did not get people involved. So once we moved from that kind of individual mission, and I believe everyone should have a mission statement, or vision statement, and or an aim, depending on what you want to call it. And then if you’re going to do it with a select group of people create it together. Same with values create together, so the pillars at the organizational level that I used as energize, sustain, regenerate, and to really use those pillars to build your organization. So the waiting company is very practical, and our how to book that’s coming out. I don’t know when but when it comes out, it’s very practical. I also have, I’m going to be doing a whole partnership webinar series with Dr. Deborah Egerton. And that’s going to be amazing, because I think partnerships are the way to go in terms of the future. And this growing this, the growing of this collective consciousness, this community consciousness, I think that is the future, I think we’re moving away from our individual kind of individual egos, maybe two, how do we create healthier collective? That I really think is the future? So the next step? Yeah,

Maria Ross  31:56

yeah, we need that. Because we have, especially in the US, we’ve become such an individualistic society. And we need to move more towards the collective, and the community. And if we can, even just again, one of those things, learning these lessons at work and within our organizations will hopefully carry over. So I love I love this work that you’re doing. As we as we wrap up, I want to give people a very practical action they can take so can we discuss an empathic practice to bring us home in our bodies, again, starting from the individual, something that any listener can can keep in mind? Or can do, what are what are some thoughts you have on that.

Catherine Bell  32:39

So back to my example, yesterday of just noticing how I wanted to jump into action, so the first thing is to not to notice. And then what I do is I do a deep belly breath, because often we’re just breathing from the top part of our lungs, I feel my feet on the ground, then I feel my right hand, my right arm, my right leg, my left leg, my left arm, and then I let my body just relax. Like a body. So that body, it’s like a mini body scan. But it’s very deliberate. And you can do it in a nanosecond. And it brings you right into the present moment. So that you can operate from your three centers. So the from those three portals of empathy, and I really see them as portals of empathy. And to come from that more present place in our relating, and relationships.

Maria Ross  33:35

I love that. And just, we’ve done episodes in the past, I’ll put some links in the show notes where we’ve talked about the importance of the leadership pause. And that we can still be productive, we can still get stuff done, we can still, you know, perform at a high level. But just like, you know, recharging our phone at night, we’ve got to take that pause, we’ve got to be able to slow ourselves down enough or we can’t hear or see anybody else. They’re just a blur if we’re moving too fast,

Catherine Bell  34:06

so true. And just checking in what’s my gut telling me what’s my heart telling me what’s my head telling me? And if you get different responses, that means you’re not aligned. So don’t say anything? Yeah. Apps until you get alignment in your three centers or the three forms of empathy, to stillness, pause, nothingness, and relaxation. Because often that gives the universe time to actually respond on its own. I love that.

Maria Ross  34:41

Well, this has been such a great conversation, Catherine, thank you. We are going to have all your links linked to your organization link to your book, the link to your YouTube channel, in the show notes as well as some of the other resources we mentioned in here today, the Enneagram and Carol Dweck book and some past episodes of the empathy edge. But for folks on go or who might be listening while they’re walking or working out? Where’s where’s one or two places that folks can get in touch with you.

Catherine Bell  35:07

Instagram, awaken company and Facebook awaken company and Twitter awaken company. And we really see our social media as public service. So there’s tons of helpful hints, helpful practical hints on there. So join our social media get, you know, tell us what your impressions are, and share with us your thoughts. So, yeah, social media is the best way to connect.

Maria Ross  35:34

I love it. Thank you so much, Catherine. And thank you everyone for listening to another great episode of the empathy edge podcast. Please remember to share it with your friends or colleagues if you like what you heard, and don’t forget to rate and review if you get a chance on the podcast player of your choice. Until next time on my next amazing guest. Please remember that cash flow creativity and compassion are not mutually exclusive. Take care and be kind

For more on how to achieve radical success through empathy, visit the empathy edge.com. There you can listen to past episodes, access shownotes and free resources. Book me for a Keynote or workshop and sign up for our email list to get new episodes, insights, news and events. Please follow me on Instagram at Red slice Maria. Never forget empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

Dr. Michele Borba: Our Future Depends on Teaching Kids Empathy

Are children more or less empathetic than they used to be? We adults, parents or not, should care about the answer since younger generations are our future corporate, government, and civic leaders. How important is empathy to their success, and how can empathy be increased and stretched?

Today, I talk with Dr. Michele Borba about the value of empathy and why it’s crucial we teach character to our children. She shares research that empathy has been on the decline for children since 2000, and what effect the pandemic had on their empathy and resilience. But don’t lose hope: We also talk about the amazing ways young people are building empathy and changing the world. Michele shares the 7 most crucial character strengths that boost resilience, peak performance, and wellbeing – and how they work together for both children and adults.

Finally, she shares practical, evidence-based, SIMPLE ways to cultivate children’s empathy and resilience – and yes, these can work for you and your team, too!

To access this episode transcript, please scroll down below.

Key Takeaways:

  • We need to be more intentional about teaching our kids character and empathy, now more than ever. It doesn’t mean we need more tutors, tech, or classes, but it does require conversation and leading by example. 
  • Behavior is always changeable – be very clear about what you want to switch, then do a little bit every day to make that change and create the new habit. 
  • Our empathy goes dormant when all we see is the bad stuff. The news that you are watching and consuming does affect your emotions and your empathy levels. 

“Empathy, right now than any other trait we have, particularly in an AI world, is probably the #1 trait that’s going to help us raise mentally happy, aware parents, grownups, business people, and children.”

—  Dr. Michele Borba

About Michele Borba, Ed.D, Educational Psychologist

Michele Borba, Ed.D. is an educational psychologist and former teacher recognized for offering research-driven advice culled from a career of working with over one million parents, educators and children. A frequent Today show contributor, she is the recipient of the National Educator Award and Character.org’s 2021 Lifetime Achievement Award. Michele is the author of 25 books -her latest: UnSelfie, The Big Book of Parenting Solutions, and Thrivers: The Surprising Reasons Why Some Kids Struggle and Others Shine. She also appears on Dr. Phil, The View, CNN, The Doctors, Dr. Oz, and featured in numerous publications, including U.S. News & World Report, The Chicago Tribune, TIME, and The NYTimes.

References Mentioned:

The Empathy Edge podcast: Dr. Gina Baleria: Empathy in Journalism and Today’s Media Landscape

The Empathy Edge podcast: Eric Dawson: When You Ask Young People to Change the World, They Step Up and Lead

Connect with Michele Borba, Ed.D.

Website: http://micheleborba.com

Books: 

Twitter: https://twitter.com/micheleborba

Instagram: https://www.instagram.com/drmicheleborba/

Don’t forget to download your free guide! Discover The 5 Business Benefits of Empathy: http://red-slice.com/business-benefits-empathy

Connect with Maria: 

Get the podcast and book: TheEmpathyEdge.com

Learn more about Maria and her work: Red-Slice.com

Hire Maria to speak at your next event: Red-Slice.com/Speaker-Maria-Ross

Take my LinkedIn Learning Course! Leading with Empathy

LinkedIn: Maria Ross

Instagram: @redslicemaria

Twitter: @redslice

Facebook: Red Slice

FULL TRANSCRIPT BELOW:

Welcome to the empathy edge podcast, the show that proves why cashflow, creativity and compassion are not mutually exclusive. I’m your host Maria Ross. I’m a speaker, author, mom, facilitator and empathy advocate. And here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society, it’s great for business.

Our children more or less empathetic than they used to be. We adults parents are not need to care about the answer since younger generations are our future corporate, government and civic leaders. How important is empathy to their success? And how can empathy be increased and stretched? A few months ago, I heard this force of a woman named Dr. Michele Borba on my friend Adam Dorsey’s podcast Supersite and I immediately texted him for an introduction. The shell is an educational psychologist and former teacher recognized for offering research driven advice culled from a career of working with over 1 million parents, educators and children, a frequent Today’s Show contributor. She’s the recipient of the National Educator Award, and character.org 2021 Lifetime Achievement Award. Michelle is the author of 25 books, including unselfie, The Big Book of parenting solutions, and thrivers the surprising reasons why some kids struggle and others shine. Today we talk about the value of empathy and why it’s crucial we teach character to our children. She shares research that empathy has been on the decline for children since 2000, and what effect the pandemic has on their empathy and resilience. But don’t lose hope. We also talk about the amazing ways young people are building empathy and changing the world. Michelle shares the seven most crucial character strengths that boost resilience, peak performance and well being and how they work together for both children and US adults. Finally, she shares practical evidence based simple ways to cultivate children’s empathy and resilience. And yes, these can work for you and your team to take a listen. Dr. Michelle, welcome to the empathy edge Podcast. I’m so glad we finally made this interview happen.

Dr. Michele Borba  03:38

Oh, me too. I’ve been looking forward to this for so long. So thank you. So I want to get

Maria Ross  03:44

right to it. Your work is fascinating. Your books are fascinating working on all aspects of helping children thrive and helping them be emotionally intelligent. So let’s talk very specifically about the value of empathy. And why character is crucial to teach our children because I think we think about the ABCs we think about math and the standardized tests, and all the things and I feel like there is a movement to teach children more emotional and social and character building learning. But what’s your perspective?

Dr. Michele Borba  04:15

Oh, gosh, let me count the ways and how much time do you have? I think it is probably the most crucial trade empathy right now than any other trait we have, particularly in an AI world, which is accelerated fast paced, driven, but now we have something called research to prove it. Harvard Business Review says empathy is the top leading employability factor. We’re looking at Fortune 500 companies over and over saying this is absolutely essential. I just got back from Saudi Arabia about four days ago. They were bringing me in with professors from all over the world, realizing that they could not invent something unless they made sure that their students could step into the shoes of the client or the customer. And then let’s go one step more, how about our mental health and well being seems to be at a little bit of a plummeting level these days. But we do know if we’ve learned anything from the pandemic and COVID that relationships and belonging are essential. And fact, it’s probably the number one trait that’s going to help us raise mentally happy, aware parents, grownups business people, as well as children. We just have to add it intentionally to our parenting and business plans. What I

Maria Ross  05:31

love this, and I even I even wrote in the book that I hope someday we get to a world where books like the empathy edge are not necessary, because it’s such a part of our DNA and who we are sort of like breathing, right? So I love the work that you’re doing. And I love that you’re starting with children, because they are going to be our future leaders, they are going to be our future adults, citizens, what have you. And so helping them at, you know, for us adults,

Dr. Michele Borba  05:55

all hope is not lost, as evidenced by my work, we can strengthen that muscle. But how much better is it if we’re able to create and nurture children for whom that muscle is really strong? And what I love about your work is it’s it’s identifying and, and it was thrilled to find all the research and the data around this about why it’s important, but just building that muscle. So as I spoke to one person that I interviewed for my book, it’s just part of these kids identities to be empathetic. Yeah, as long as we stretch it and strengthen it, yes, the problem that we don’t know, I think that why I wrote on selfie is that many parents didn’t realize that the majority of our children are hardwired to care. But unless we nurture that it lies dormant, also finding as a spillover effect, that empathy is actually decreasing in American youth, and narwhal narcissism is going up. So in all fairness, it means that we just need to be a little bit more intentional about it. And it does not mean that we need, oh, gosh, new tutors, fancier programs. It’s just looking at simple, proven evidence based ways to weave this into our everyday living, whether it’s as parents, whether it’s as a business people, whether it’s spouses, whether it’s partners, whether it’s grandparents. The other thing I think it’s critical is make sure it’s evidence based, I’m seeing a lot of things out there that look cute, but they’re touchy feely, and they don’t have the impact on really stretching our children’s empathy or nor ours.

Maria Ross  07:29

Yeah, and I love that. And we’re gonna, we’re going to talk about those simple ways as well, in this in this interview, I often talk about it as as going to the gym and getting in shape. Once you have the six pack abs, you can’t stop going to the gym, you can’t stop working out, you can’t stop taking care of your body. And it’s the same thing with empathy, that muscle can atrophy if it’s not nurtured and stretched, like you said. So I want to talk about something you just said, because I, I’ve seen conflicting research on both sides. And I would love your perspective, because some research says, you know, Gen Z is the most empathetic generation that we’ve had. And they’re they’re much more appreciative of diversity and different points of view and all that. And then there are other studies that show that empathy is waning in younger generations. So can you talk a little bit about that research that talks about empathy being on the decline?

Dr. Michele Borba  08:19

Yes. And it doesn’t mean that generation Z is not a wonderful caring generation. It just means the culture we’re raising them in, is taking down their empathy and their concern themselves. The work came from Sarah Conrad and Jean twing. And I love them both. Actually, what they did is they started this quite a number of years ago, like 30 years ago, when they started doing narcissism personality tests. Barry’s simple little like 10 questions to incoming college freshmen across the United States from every demographic and every zip code. We’re talking 1000s of kids, and they began to see a trend that really started to hit around the year 2000, where empathy started to go down 40% in 30 years, and narcissism I’m better than you went up 58%. And they’re realizing that it wasn’t their DNA that was making a difference. It was very often the culture, we were raising our kids so that they started to look at so what the heck happened around the year 2000. And they began to see a seismic shift in culture. It was really the year where our kids started to looking down at screens as opposed to up at each other and you don’t learn empathy from an emoji. We started to look at just the culture of character, beginning to be dormant. We’re looking at David Brooks studies that showed that even character in literature, terms like caring and kind and responsible was going down in our children’s books. And the novels we read. Well, narcissism was going up, it isn’t one thing. It’s a multitude of factors that’s creating this. Why is it and now all of a sudden, it’s a red flag for us to go. If it’s going down, then we also can take it up. So what do we do? Well,

Maria Ross  10:00

I love that. And I love that perspective of, and this idea that looking at not just talking to people and asking them, do you feel less or more empathetic than other people, but looking at all these social and media factors as well, and seeing, you know, tracing back what was going on at that time, so that I can understand how we got into this for exactly the reason you just said, so we can get out of it?

Dr. Michele Borba  10:25

Well, the thing that we also have to keep in mind is that the culture is not going to change and go back. Right, you know, Mayberry RFD is gone. So now we need to look at if the culture is definitely switching. So to our parenting on our relationship skills need to switch with it, because we are clearly in an accelerated fast paced, digitally driven world, and it’s here to stay. Therefore, what do we want, we want the human side of us all to remain. And that means we need do a little bit more work. When I wrote the unselfie, I didn’t realize the impact of all of this until I started digging and digging deeper and deeper. And I began to realize this is extremely doable. That all we need to do is weave it in and make sure we’re looking at evidence based proven simple strategies. In all fairness to a parent, it’s like, oh, my gosh, I don’t have time to do one more thing. And I realize that we’re all stressed to the max. But what I also will tell you, I don’t care if you’re in a business, or you’re in a home or you’re in a corporate world, these are very simple things. And behavior is always changeable. The key is being really intentional about what’s the one little thing you want to switch. And then every day work on that one little thing, even if it’s one, two or three minutes, make it simple, think big, start small, get your foot in the door, but keep doing the same thing over and over again, you create a new habit, then you can add the next and the next.

Maria Ross  11:48

I love that. So in thrivers, you talk about the seven most crucial character strengths that boost resilience, peak performance and well being and how they were selected. That applies to children that applies to adults or adults, we want folks to check out your book thrivers. But can you give us a little taste? Can you give us an amuse boosh on one or two of them, and why they’re so important? Well,

Dr. Michele Borba  12:09

the first thing is when I began to see I wrote thrivers, it came out, actually the month COVID hit. And I had been interviewing hundreds of kids and I began to see a trend at the CDC said that one in five American kids was going to suffer from some kind of mental health disorder, we’re now looking at one in three, a crisis only amplified a pre existing issue. So don’t go blaming COVID for it all, he was already there. My next thing does to look at what I don’t think is in enough of our parenting or our business books of what really does boost resilience. And there’s phenomenally fascinating research that looking at from me Warner just so you know, there’s real life names of these researchers for their entire life on norm Gurmeet, Z, Michael Rutter, and Madsen who had been looking at cohorts of children, despite homelessness or poverty, or sexual abuse, some do endure, some do bounce back. And they’re looking at the same kids me wonder for 40 years. And she’s looking at them as they grow up and go, Oh, my gosh, some of them did make it now the key question is the why. And what I did simply is keep looking at though, what do all of these studies have in common, and that’s what I chose seven strains, they had to all be teachable, they were not locked into DNA. And it was never too late. I don’t care if you’re 45, or you’re three, you can still teach these things to kids. It starts with confidence and knowing who you really are and what your strengths are. But the second one, in no order, by the way was empathy. It kept coming up that resilient people are socially competent, it does not mean that we have 50,000 friends, but we have the ability to connect with others. And we now know that not only here’s the other thing does that help us just boost our well being. But it also to a teacher listening helps the kid become more engaged and a deeper learner in the classroom. Number three, for a business person, that’s the exact kind of person you want to employ. Because that’s the person who is going to be able to step into your clients shoes, your customers shoes, and create this culture that’s more conducive to the workplace. And mainly you worried about mental health. Even the Surgeon General right now will tell you it is probably the most highly correlated trait of what’s going to help us all get along the happier and live a longer life. It’s empathy. 101

Maria Ross  14:32

Do you see where I lose heart is seeing what’s going on with adults that are modeling down behavior for children right now? And what’s going on in our media landscape and our political landscape? Yes. Do you have hope? Do you feel like

Dr. Michele Borba  14:48

this is like oh, yes, yes, yes. And the only reason I have hope is that I don’t listen to the adults attack to the kids at every single time. I mean, even yesterday, I was talking to two teens and I went oh my god. yourself, you’re gonna save the world. Yeah, they were they were Philadelphia, they were concerned about violence and shootings, one of their sisters had been stabbed at a school. And what they are doing as a project at their school is studying how to rectify it. And they said, we’ve listened to every one of your tapes, we’ve listened to out, read all of your books. And now we want to figure out how do we help our generation I said, you’ve already helped me because there is hope. They actually came up with solutions and ideas. Every single week, I talked to teens, they’re there, they also tell me, you know, we are the most stressed out generation. And I want to mention this, because stress has a lot to do with empathy. If stress continues to build, and you don’t have healthy ways to tune it down, what happens you dial your empathy down, to be in survival mode to help your stress. And then after a while, what happens is, the stress keeps building until burnout is the outcome can because you’ve left empathy, dormant. So notice, that’s what the other thing that’s happening across the board, the final thing is, we know something else about empathy and stress. And that is the news that we watch can really impact our view of the world and our optimism and hope for the world. Our empathy goes dormant when all you see is the bad stuff. But I always say, number one, I finally did something profound, and subscribe to a newspaper. Because all of the research was telling me if I watch the videos and the late breaking news, they’re the reason why the reporters will say, We warn you that the now it’s I like rats, and they are what they actually do is take your empathy and your optimism down your newspaper, read it because and read it with your kids expose them to the world, but it’s less graphic and less damaging to your empathy. The next thing is I always tell I don’t care if you’re again 93. Or you’re dealing with a five year old, cut out the good stuff that’s happening in the world is on the back pages of the newspaper. And it’s called good news. I talked to two teens a day or so tired of the dismal news. They convinced their superintendent, this is in Long Island to put a plasma TV as you walk in the front door. I said What the heck are you watching on TV says don’t worry about Dr. Ball are about watching Good stuff. She’s putting good news videos. So every day when we walk in, we just walk in, we look up, we put our arms around each other thumbs up, keep on going. Because it’s news about crisises. I don’t care what the crisis is. But there’s always in a crisis, the good stuff of people, and we never see the good, we only see the dismal. That’s one thing we got to do for our empathy. And it’s real simple. Watch what you view. Be selective. Middle school kids say that that late breaking news is the scariest thing that’s happening to them if there’s not an adult there to watch it. But it’s also the scariest thing that’s happening to the grown ups to Oh,

Maria Ross  17:47

completely. And I did a I did an interview with Gina Valaria that I’ll link to in the show notes where we talked about the state of journalism and the role of empathy in journalism. And that was another big part of the finding, obviously, bad news and fear drives ratings. And so that’s why you see so much of this drives eyeballs, it drives clicks. And so it’s a game for US companies. But if you are if you are more intentional and thoughtful about where what you consume, and the sources from where you consume it, yes, you actually can strengthen those ties strengthen those that that feeling of community with other people, and not feel so like, well, it’s every man for themselves or every person for themselves. Look at the thriver

Dr. Michele Borba  18:27

traits, there’s seven of them. We talked about competence, we talked about empathy. Number seven is optimism and hope. Empathy and optimism today together are real change makers. But if you’re only seeing the doom and gloom, it’s going to take your empathy down. So that’s why if you pair any of these character strengths together, you it creates what I call a multiplier effect. I always thought one trade alone was gonna do it, when I realized empathy by itself doesn’t help. But number three of the seven traits of self control, if I can find ways to reduce my stress, it’s going to keep my empathy open, that’s going to help me be healthier, as well as relate better to others. It’s always two together, Curiosity is number five. If you’ve got empathy and curiosity, you are a change maker be crazy, because it’s going to keep you open to ideas and possibilities. I always tell kids, you don’t have to agree with what the person is saying. But try to hear where they’re coming from.

Maria Ross  19:23

Right try to understand their context. Yeah, I will step into their shoes and

Dr. Michele Borba  19:27

be a little bit more aware of where they’re coming from an empathy by itself or appear in Lagos or a business person that can’t possibly agree with where he’s coming from. Right. Right. But you can do a deep canvassing, which means try to find one thing that’s common. If you are a struggling student. You want somebody to empathize with you. But the kid who’s a straight A student is not going to empathize with a struggling kid. So you did you flip it a little more and you go, Okay, well, let’s stretch that think of one moment that you did struggle, maybe it’s when you took the dance class. Or maybe you weren’t so good at art, there’s where you struggled. And that’s the same struggle that that kid is facing, but he’s facing because of his math class. Now, all of a sudden, it opens it up. And then you can do the same thing, as a business person, or as a parent, you may not be able to step into the shoes right away with that with your child, or your spouse, or your, you know, your business associate, then dig a little deeper, do a little more canvassing, try to come with one commonality and it’ll start you being able to come to grips with, I guess we’re a little more together. And with

Maria Ross  20:42

absolutely, it’s stating those obvious, common shared goals, I often talk in my workshops, when you I’m saying you’re having a contentious conversation with someone or you have to work on a project with someone who you don’t agree with. First of all, the goal of the conversation doesn’t always have to be conversion to my point of view, it can be just understanding what the other person’s context is, and say, I still don’t agree with you. But I do understand now where you’re coming from. And then you can find common ground and stating that common ground out loud, even if it’s completely obvious, we’re both here, because we don’t want to get fired tomorrow, right? Like, can we agree that we’re both on the same team, right, answer that. And so it’s those little moments of finding that commonality. That just, I feel like change the tenor of the conversation and the exchange, so that you can start to put your defenses down, and not say, I have to be right, and here’s why you’re wrong, and, you know, pushing against each other all the time. So I think that’s, you know, I spend a lot of my time busting myths within the workplace, that empathy is not agreeing with people. It’s not caving in to crazy demands. And it’s not even just being nice. That’s not the same thing as empathy. So I love what you’re saying about this idea and applying this to children. And I do want to give another shout out to a past episode, I did that I will also link in the show notes with Eric Dawson, the founder of peace first, which is a global nonprofit devoted to empowering youth changemakers, to come up with their own solutions and build their own projects in their community. And he often talks about the fact that, you know, when you’re looking for solutions to problems in the community, ask the young people, they have the ideas,

Dr. Michele Borba  22:16

because they’re all i Listen, I have ever Dawson’s work, I’ve worked with him in the past. And when we look at a thrivers. And we look at a kid who has resilience, the commonality to me when you say what that driver is a kid who has agency, he does it on his own. It’s not a kid who’s waiting for mom to rescue me or dad to do it for me. And one of the best ways you can develop agency is Be the change maker, find the project that drives you just like I was talking to the two kids last night, they were passionate about figuring out how to solve a violence in schools, because it had driven them their own sister was attack. So there’s where your purpose and your passion is. Your purpose is what also drives your confidence level. That’s number one, see, all those traits start to work together, they really do have a spillover effect. And in the end, what you have is a child who thinks we not me, because not there to say I can make a difference of the world. And there’s no better stress reducer than you go, I got this, I can do it. raves will only begin to see I can make a change.

Maria Ross  23:22

Right? I can be in control of the situation. Yeah. So that leads me and this is a great segue into the last question and one I personally am interested in as the mom to a nine year old boy, who I keep trying to get to see other perspectives and get involved and find projects, things like that. What are some, as you said, practical evidence based simple ways to cultivate children’s empathy and resilience. But we know we’re also talking about adults as well. Oh, absolutely. Let’s look at let’s look at what are a few of those. Yeah, well, the number one is

Dr. Michele Borba  23:53

what’s the gateway to empathy, and its emotional literacy. You can’t feel with somebody else unless you go, he looks sad, and she sounds frustrated and he looks upset. So the first natural thing to do not at six o’clock when you’re doing motional literacy, but weaving it in is to naturally talk feelings far more with your kids. As you watch inside out as you read a book, how would you feel if that happened to you? You start with a How would you feel? What does he What would you need? What does he do? And then you can switch that up a notch? I love Martin Hoffman’s work, because he said once you ask the How would you feel and what would you need? You take it up a notch and that is what does he need? How does he feel? What can you do and you’re now on a different level. Inductive discipline seems to be highly correlated to raising children who are more empathetic and also better behaved. Every time your child crosses over the line is your wonderful moment. I don’t care if your child has a toddler routine to say an inductive discipline is I’m really upset with that particular behavior. Behavior, not the trial, because in this house, he is Here’s what we expect, remember our rules? How would that other kids feel that you did that? So what are you going to do differently next time? Timeout doesn’t work, because you’re not talking about what are you going to do differently next time. But if you draw the empathy towards your discipline, Martin Hoffman says, from 40 years of research, you actually have a child beginning to think a little stronger and get into the shoes of the other. Here’s another one, this is York University. Read, read, and don’t stop reading to your children. Or get yourself into a literary book club, or just read good literary fiction. And I’m not talking 50 Shades of Grey, on out all the light, you cannot see our Belcanto they have found that when you adults get into the shoes of someone else, what begins to happen is your own empathy levels go up. But you can do the same thing. Ask yourself as we if you are a parent, why do you think that children love the book, wonder and Harry Potter better than any other books out there, because they’re very empathy driven. And it’s helping a child step outside his shoes into the shoes of others. Here’s another tip, there are so many tips, don’t try them all. Or your kid will never let you lead listen to another podcast. But go one step at a time that you’re more likely to empathize with those like you, my race, my gender, my age, my culture, what we’ve got to do if we want we kind of thinkers is helped stretch our kids too. If you’re reading books, and you’re you’ve got a son, and make sure that those books also have a different gender. If you have a you are Catholic, and make sure you’re exposing your kids do to Jews or Muslims step outside different food groups, different museums are wonderful, because they’re emotive, you can go to so many wonderful museums, and you can actually step into the shoes of someone, Mike, my favorite museum that every year, I’m in Washington, DC, I go to the Holocaust Museum. And I do it because one, one room that’s called Daniels row, I go to that room each time, I already know what’s going to be in it. I go there to follow kids who haven’t been through the museum and watch them physically change and what they’ve created. As for children walking through that museum, they don’t understand what it was like to be Jewish and live during the Holocaust. And so the whole museum is set up looking like it’s Daniel, he’s about your age. And here’s his room. And here’s his toys. And here’s his classmates. The first thing is, it’s quiet and you begin to go, Oh, he’s just like me, he reads the same stop, he’s got the same bed, he’s got the same thing. And now all of a sudden, you keep on walking in. Now there are signs that say no Jews allowed and you begin to go, Dan is not being treated fairly, until you go to the next room. And there’s Oh, Daniels told to pack up until at the very end, it’s quite a distance. The whole museum gets colder. This the lighting gets down. And now you’re at the Holocaust. And every single time I hear kids in front of me start to shutter, oh, my gosh, Daniel didn’t go there, Diddy, they start to hold on to each other. There’s Kleenex and the kids start to cry. And the last room is pencil and paper, write a note to Daniel. And every single time kids go, Daniel, this should never have happened. Not on my watch. It won’t happen again, Daniel, I’m there for you. And what happens is kids begin to step into something outside themselves, they begin to see a different view and they want to make a change. That’s what we need to do. I’m not saying you have to go to a museum, right. But I am saying we need to expose our kids to differences. And we need to expose ourselves to differences, right? We also finally need to be aware of the people we’re around and examples. Because one of the best ways to cultivate empathy. I learned this from looking at phenomenal research from Samuel holiner. He looked at people who are all through us. And he found three things, what creates a real owl turret? How about Christians who rescued Jews during the Holocaust? Three things they all said, I was raised to either have empathy or social responsibility. But in my home, there was always examples of it. I watched my mom or dad and they showed and demonstrated kindness or your children seeing that in you or in others. It was expected in my home that you are expected to be kind is that your expectation? Or is that expectation in your business. And third is their worst experiences. I didn’t start by trying to save a life. My parents said let’s bake some cookies for the neighbor next door. Or let’s give a quote to the man who’s homeless down the end of the street. And it was always the look in the person’s eyes of gratitude that I said I had to do it again and again. And what you do is you create a little change maker, and it’s not too late for any of us simple little things we can do to make a difference in the world.

Maria Ross  29:53

I love it. Thank you so much, Michelle, for your insights today and for spending some time with us. Talking about these valuable lessons of how to teach children empathy. But as I said, we also can learn from this ourselves. And it’s never too late to strengthen that empathy muscle, even if it’s atrophied a bit, depending on your upbringing, or your job environment, or wherever you’ve been. So, thank you so much. I hope everyone will check out the books thrivers and unselfie. I’ll have links in the show notes. I’ll have all your contact links in the show notes as well. But for anyone listening to us on the go, where’s the best place they can find out more about you and your world?

Dr. Michele Borba  30:31

Well, thank you for that my web. I’m Michele Borba. I’m a one Alma shell and my last name Bordeaux. Right. So just go to Michele borba.com. And you’ll find dozens of lengths videos and handouts that you can

Maria Ross  30:43

use. And we will have a link to that to one hour. Michelle, I love it. Thank you so much for your time today. You’re welcome. And thank you everyone for listening to another episode of the empathy edge podcast. If you like what you heard you know what to do, please rate and review and share it with a friend or a colleague. And until next time, remember that cash flow creativity and compassion are not mutually exclusive. Take care and be kind.

Maria Ross  31:13

For more on how to achieve radical success through empathy, visit the empathy edge.com. There you can listen to past episodes, access shownotes and free resources. Book me for a Keynote or workshop and sign up for our email list to get new episodes insights, news and events. Please follow me on Instagram at Red slice Maria. Never forget empathy is your superpower. Use it to make your work and the world a better place.