Transforming Your Company's Culture | Tony Robbins Podcast

[Music] hey it's Tony Robbins welcome to the podcast today listen you know so many people talk about in business building a culture but when companies are small very often this is the last thing you think about and I really believe that if you're gonna build something that's gonna be lasting if you're gonna become a business owner and not a business operator which is the trap that most small businesses find themself in and even medium-sized businesses will go there then I think you're gonna do that you have to decide that you're gonna build something well you

don't need to be there for it to really grow and to do that it's got to be based on a culture that's gonna cause the company to grow you know one of my favorite companies out there is Zappos and Tony Hsieh is a dear dear friend of mine and you know he took a company if you can imagine that would sound like an idiotic idea we're gonna sell originally women's shoes on the Internet what's wrong with that everybody and their brother would say there's no way on earth this could ever happen no it's not gonna

happen why because they gotta try the shoes on it's never gonna work but he did two brilliant things he came up with an offer an irresistible offer which by the way you want to change your company change your offer and just tell you right now change your offer change your wife change your company and the offer was we're gonna offer to send them as many shoes as they want we'll pay all the shipping and if they don't like him will pay to ship it back could have bankrupt the company except he understood something most people

didn't understand which is women equate shoes with happiness and even if they don't fit perfectly they think they will in the future and they'll squeeze into those babies ladies listening knew what I'm talking about right that's how I'm getting this not from men telling me this but for women telling me this the bottom line is that offer made for an amazing potential company but the company Tony will tell you would never become what it became if they not started out from the very first day saying we have to decide what do we stand for how

we gonna operate what are the rules of the game what is our culture cuz in the end the purpose of a business is to create raving fans and if you're really gonna build a business beyond yourself and to something grow and scale and bring true financial freedom to you and have an impact on the world you better know what the culture is that's gonna have that impact and you got to be able to create something large and yourself and culture is the way to do that culture is king so in order to help you do

that I mean to give you an idea Tony Hsieh sat down with his team and they came up with these were the elements of the culture that everybody's got to be obsessed with delivering Wow through service they are a service based company their offers wouldn't matter at all except when people call they know everything about them there's a level of communication and connection and caring that is like very few companies ever going to meet because Zappos isn't the cheapest product they're not Amazon in terms of their price points but they are the best in meeting

customer's needs that's what they decided the culture will be from the very beginning we had additional pieces like embrace and drive change if you don't do that you can't work here if you do that you're gonna thrive create fun and a little weirdness and if you ever been to Zappos if you haven't had a chance it's worth when you're gonna Vegas taking a tour they'll take your tour the company and you'll see it's kind of like going to an unleash the power within event if you've ever been there it's crazy and outrageous and it brings

a level of energy that VIN is infectious to everyone in the company that reaches out and touches the clients as well build a family spirit and be humble are just a few of the things that they built so in order to help you with this and really establish the core values and create the kind of practice that I think will support you I've asked NAU ARB to interview entrepreneur author and the founder of successful culture and her name is Marissa Levin and I think you're gonna find that she really has made it in something simple

something that you can begin to apply right now to start moving yourself from the individual trying to make all the decisions to building a culture where people know what's right and my company's in the early days people say what does Tony think now they don't say that they asked what is right and since they know what we stand for and each of those companies that's why our companies have grown for the little things that we're doing fifty and a hundred million dollars to now over five billion dollars you hear culture is king this is your

podcast get your notes ready listen to them and more importantly than just listen I'm gonna tell you that make sure afterwards you take some action so this gets implemented at whatever size organization you have here's Ana we hear a lot about company culture these days and it's easy to get caught up with the idea that a good company culture means free yoga classes or gourmet lunches but the truth is the quality of a company's culture is ultimately determined by what the company stands for and how it treats its employees and others today companies are finding

that culture is not something nice to have but something they must have statistics show that a company's culture has a direct impact on employee turnover which affects productivity and therefore success a Columbia University study shows that the likelihood of job turnover at an organization with high company culture is a mere 13 point nine percent while the probability of job turnover in low company cultures is a staggering forty eight point four percent because unhappy employees don't tend to do more than the minimum great workers who don't feel appreciated quit and poor managers negatively affect workers and

productivity whereas loyal passionate employees bring a company as much benefit as loyal passionate customers by working harder staying longer bringing more creativity and pushing the envelope to go that extra mile at every chance they feel like they are a part of something and their work brings them meaning so to help us learn more about what it takes to create a good company culture we have Marisa Levin entrepreneur author and CEO of information experts one of the nation's most successful strategic communications marketing education and human capital firms and the CEO of successful culture an organization dedicated

to helping leaders build extraordinary cultures Marisa thank you for joining us today thank you it's such a pleasure to be here so in your book my company rocks eight secrets to a growth driven culture that keeps employees happy and engaged you maintain that culture is a company's greatest competitive weapon can you speak a little bit more about this why is company culture so critical now well company culture is always critical the the thing about company culture is that every company has a culture whether it is intentional or whether or not it's by default now the

smartest companies and the companies that want to hang on to their top talent and recruit their top talent they we'll be intentional with their culture and they will set the culture from the corporate values it's the corporate values that are determined by the executive team by the founder by that by the supporting executives that actually drive the organizational culture so if a company says that they're committed to work life balance or work-life integration that would be reflected in the core values and then those core values are cascaded down throughout the organization and every decision that

is made within a company is actually driven by the core value system so core values are really are what shaped the organizational culture and the culture is a company's DNA it's that it's the fingerprint of every company yeah so do you have any recommendations on how a company that either is just starting out or who is taking a very conscious look at their culture where do the core values come from they come from usually the heart and the mind of the founder so you know what is the passion behind the company what's driving the company

when I launched information experts 20 years ago the first thing that I did was I set a core value system and it was about organizational quality in terms of the products and services we put out it was quality of life it was quality of people it was quality of life inside and outside the organization that was just one of our core values but when you want to set your culture that really is what you want to do you want to set your core values first and foremost and then following that will be the organizational mission

so why you exist and then the organizational vision in terms of where you are going and those three elements combined those will drive who you hire what the products and services are that you provide and produce who you partner with who you work for what's the vibe and the offices all of these those three things they're the things that drive everything else in a company so how do you translate those core values and the mission and the vision into the company in very tactical ways I mean because I'm picturing you know you have it on

poster and you could put it on a wall and you can refer to it every once in a while but what are the ways that you can really make that come alive within the company well it actually starts with the hiring so when you're hiring what I advise my clients through successful culture because I coach so many CEOs through successful culture is the first thing that we do is we look at their mission their vision and their values and a lot of times they're living in a drawer right I mean people do them it's an

exercise it's an exercise in futility but they don't really live them so we take them out and we say you know what is the pain that you have in your company if we go back to your core values it probably is linked back to the fact that you're not living what's important to you so let's re-examine what you're living and from this point forward every decision that you're making in the company hiring firing who you're working with who you choose not to work with will be driven by the core values so every hire that you

make those core values have to be in the job description and when you're interviewing potential employees you want to say here are values what inspired you to want to work for our company specifically how do these values show up in your own life because you can't ask someone to come into your company and say here adopt these values values are something that are part of our own system their intrinsic to us your core value system may be very different than my core value system so how can I possibly ask you to come and work for

me if I have a different value system so it really is all about getting it right during the hiring process and finding those people that are aligned with the core values from the very beginning it's interesting because we just came off of a Tony Robbins event called date with destiny and one of the things that you do there is you do an exercise and a process that helps you as an individual identify your core values absolutely are you familiar with that one I you know what I'm not surprised that you do that I mean everything

I love Tony and I I love everything that he does in terms of that you know the destiny and and knowing who you are and driving from your Center and all of that I it's just everybody has their own core value system right so all other times people are looking for jobs they're not looking for experiences they're not looking for alignment of core values and when I mentor young adults when I mentor you know recent college graduates or early entrepreneurs or other people going into the workforce I always say look at the core value system

of the people running the company so if you've got someone out there who is saying that they are into work-life balance or work-life integration but they're working 60 70 hours a week and they're never with their families there's a disconnect there and the way people live their life outside of the organization is going to be reflected on how they treat the people inside the organization we can't have multiple versions of core values we can't be one person when we're at work and one person when we're not so really take a look at the executive leadership

of a company if you're gonna work with them either as an employer or a partner and know who you're dealing with because everything comes from the core value system it drives the whole culture so you mentioned you're working with young people and trying to help them identify where where their place is one of the the interesting things is that for the first time in history Millennials have become the largest generation in the workforce so what sort of impact does this have on company culture what are they looking for and how do you attract the best

talent I'm so glad you asked that I actually just did research on that specific thing and to put it in a frame of reference I have a 15 year old and an 18 year old right so my older son is going to be entering the workforce within the next five to six years and they recently did a study I'll have to look at the source but the a study just came out and it was about Gen Z it wasn't even just about the Millennials it was about the next generation and what they're gonna be looking

for in the workforce because CEOs it isn't just about who you're going to be attracting and recruiting now but how are you building your organization to attract and retain talent in the future and the things about the Millennials and the gen Z there are a couple similarities the first thing is that they are very mission driven they're very meaning driven they're not focused on money in fact the generation following the millennial generation they grew up in somewhat of a recession so they are fearful of debt they are not embracing a lot of materialism they're extremely

pragmatic with money they're not looking for large mortgages they're not looking to take on a lot of loans they're not looking for for fancy cars they're looking to have a much more meaningful pragmatic existence so you know this is the generation that has gotten saddled with a lot of college debt right a lot of college loans they want to go out into the world they want to make a difference they have also watched their parents worked themselves to 60 70 hours a week and their parents generation was the first generation that was really working with

on-demand technology 24/7 right so we're the generation that can't put down our phone we're constantly on email we're constantly texting we're constantly tethered to our work into our office and we haven't done a good job of figuring out that work-life balance and work-life integration when it comes to technology the generations coming behind us the Millennials and the gens ease the younger younger generations they're gonna have no part of that they're gonna look for a work-life integration work-life balance they're gonna look for meaning in their work and they're not going to be driven by money those

are gonna be the main drivers really for the workforce of the future if Millennials are mission driven and they're looking for meaning in their work it's I'm Matt I imagine it would be very easy to attract them if you are a non-profit or a foundation or a in the social capital space right or a benefit corporation what do you do if you are a small business and you have a product in the manufacturing space or you know you're in you're in a non sexy industry right how do you how do you attract them to the

space with less obvious perks well here's the thing in the past the philanthropy right and the goodwill and all of the social causes was separated from the business plan and the way the businesses were operating okay in the future and actually it's happening now that's not going to be the case philanthropy social good is going to be completely integrated into the way an organization runs I had the opportunity to meet and hear Burke Jacobs who is the founder and CEO of life is good you know well they people say oh the t-shirt company actually the

way they see it is it's a communications company okay life is good raises millions and millions of dollars for kids through all sorts of efforts they have fully integrated social good into their business model and this is absolutely going to be the organizational and cultural trend not just for large businesses for / small businesses you know I'm I own 2 small businesses and both businesses support an organization called Tiger Lily foundation it is a small nonprofit that is dedicated to providing breast cancer support for young women under the age of 40 and we may not

be able to write millions of dollars of checks we may not not be able to have dozens of employees do a 5k to raise money but you know what we can support the galas and we can support them on our websites and we can help them with their with their boards of directors there are things that even the smaller companies can do but the social enterprise the social good that a company can do is absolutely going to be integrated into the culture and will be essential for attracting and retaining top talent in the future great

it comes back to the values - right because you as a founder you support that organization because you value what it supports and so your employees would would probably understand that and also embody that as well absolutely yeah so you know you mentioned you're a small business and you had the opportunity to do to sort of start from scratch and develop your culture from the very beginning well what about when you want to transform a company's culture that has been well indoctrinated so how do you how do you help them evolve or help turn them

around to be where they want to be so that's that's a great term that you just used turnaround because that is exactly what happens and typically you know the the CEOs and the leaders that come to me through successful culture they're not coming to me because everything's working well they're coming to me because they're in pain there is some type of injury within the company that has to be fixed it has to be triaged right so my tagline is taking leaders from triage to transformation when I go into a company we've got to stop the

bleeding somewhere because you're losing people you're losing revenues you're losing customers you've got low morale it's you know something is broken in your company and so it starts with triaging and saying let's just stop what we're doing I'm working with a pretty large company that's in the sporting industry the sporting goods industry and they want to keep piling technology on top of technology on top of technology to automate and streamline and I finally said to them there's just no more spending we cannot put in any more solutions until we figure out what is wrong and

so we're going back to the drawing board and we're actually looking to see job descriptions do you have the right people in the right seats do you have the right people on the bus are they in the right seats what what does the organization think about the leadership what does the organization think about its own culture and we actually have to go into the organization through assessments through 360-degree Sussman's through organizational culture assessments to get a pulse check on what the employees think about the culture because I will tell you 100 percent of the time

when I have gone in to assess organizational cultures there is a disconnect between what the leadership team thinks is happening and what the employees think is happening so the first thing that you have to do to fix a culture to reverse-engineer it is to get a pulse check on what the employees think because their opinions are what matter the most so how do you measure that how do you how does a business owner or measure the currency of employee engagement it doesn't seem like it's a black or white metrics situation well you create a safe

environment for them to provide feedback so you create an anonymous environment through different surveys and assessment and bringing in a third party like myself who is non-threatening who they can be extremely candid and honest with even though it's an anonymous if they know that it's anonymous feedback then you create that culture of two-way communication and you know the smartest companies will be proactive with it so I'll tell you it you know what information experts one of the things that we did instead of having our All Hands meetings every quarter we have what we're known as

town hall meetings and what we would do prior to those is we would set up an anonymous form an online survey to be able to extract information from the employees on what they wanted to talk about so what were the issues the gripes the challenges the questions that they had and we made sure that they knew that they were heard and we incorporated them into the townhall meetings so the first thing that you want to do to establish trust with your employees is to establish two-way transparent communication and and you have to be just very

proactive with it so what is the impact of putting into place processes like your town hall meetings do you find that it impacts their productivity and is that measurable and and just you know the general value how what's what's basically the next step to understand that that what you're doing is working doing again doing the pulse checks always checking in and doing a temperature read with the with the employees to see how they're feeling you know getting back to really the old adage of mb wi mb w a which is management by walking around mb

w a management by walking around and you know especially with technology today i think it's so easy to just hide behind sending texts or you know hide behind sending emails there's something to be said about being face to face with your employees and something to be said by you know just actually having one-on-one real conversations with them instead of doing it through technology it's really important to keep the human element in companies and for this interview i actually printed out some statistics about employee engagement or employee disengage and in one of the more recent surveys

about employee engagement only 20% of senior managers these are the people that manage other people are passionate about their work only 20% of senior managers surveyed in a national survey are passionate about their work so when you have a leader or a manager that isn't passionate about their work that's gonna lead to bad management they had results and low employee productivity so that's that's um one problem of when there's bad communication when employees aren't feeling supported when they aren't feeling heard another statistic is that 79% of employers that were that were surveyed believe that they

have a significant employee retention and engagement problem 79% of companies surveyed means that they are investing lots and lots of money to recruit people and then they can't hold on to them and that is just it's so detrimental when you lose people because it's just so disruptive it's a morale killer it's a productivity killer it's a financial killer it's so disruptive when you lose really really good people so we absolutely have a problem in today's workforce with transparency productivity communication engagement and all of this stems from a lack of an intentional culture that is truly

truly employee centric it all gets back to culture it's interesting when you say you know retention is a big issue you think of companies that are so focused on customer acquisition that they don't think about customer retention and there's been a big shift recently into lifetime customer value and people really focusing on how to keep customers not just happy or as Tony says you're raving fan customers mm-hmm you know they'll stick with you forever instead of leaving when you know the competition offers them something better so it sounds like that's almost a principle that people

need to look inward and and take that principle and apply it to to their internal teams as well yeah I mean if you if you can get the inside of an organization right then the rest of the rest of business for the organization will flow well you have to get the inside right you've got to get the right people you've got to get the right processes I know so many small businesses who from the outside you know they invest in great online marketing they've got a beautiful website they've got lots of videos out there but

when you get get inside of them and you open up the hood like if you're looking at a car and you open up the hood and you're expecting this beautiful glistening engine and what you find is you have a mouse running on a wheel desperately trying to keep things running when you don't have your processes really well defined and really well orchestrated in an organization it just can wreak havoc so your people and your processes those are really our two main things they're gonna keep your company running smoothly well you've seen the you've seen under

the hood of so many businesses by now gee I'd love to hear I mean I'd love to hear a horror story but I love to hear also an example of some businesses that you think are really doing things well and you know maybe a story about something that you observed that you hadn't seen anywhere else but was really working for them okay I can I can share a good success story about a small business that I'm working with right now in the DC region and I'm sure that she'll be very happy that I'm giving her

a little plug on this show so I have the pleasure of working with a realtor in the DC region she's she's a high-end realtor her um but she has a she has a brokerage so I mean it's she's not just a solopreneur she's got a full team and her name is awti Williams and she owns DC home buzz and I've worked with awti know I mean I've known her for many years and I've been her dedicated business strategist and executive coach for at least two years now and what has amazed me about Otte is that

she is so process oriented and she is a marketing machine and you've got this small company who just is so rigorous about their processes and the marketing that she cranks out from a strategic perspective I am amazed and that is why she is taking the entire DC residential market by storm and she's been written up in the New York Times and she's been written up in the Washington she's taking her brand national and and she's gonna kill it because she's just you know she's got the processes down she's got the right people we she's listened

to me you know we've put in some really good hiring practices and so she doesn't jump the gun she doesn't hire from a place of desperation she hires her in place of strategy and so because she's got the hiring processes down she's got the work processes down what's really important about an organization is that they become what I call process centric instead of hero centric when you've got an organization that is dependent on one or two heroes or a dozen heroes if it's a larger organization instead of it being process centric first of all it

puts the executive team literally at the mercy of key people they're being held hostage by key people the second thing is that if something were to happen to these people and things aren't more process-oriented the customer experience could just be devastated right another problem is obviously in efficiencies if you don't have the right processes in place you're constantly reinventing the wheel every single time you engage and another problem with being hero centric versus process centric is that it is a morale killer because if you're not one of those heroes if you're not one of those

people on the pedestals how are you gonna feel you're gonna feel less than somebody else and the truth is is that everybody is needed in order to make an organization thrive so my job and my my goal with my clients is to go in and really diagnose where the processes break down so making sure that not only do they have the right people but do they have the right processes that are pushing the work through I'm really getting away from that hero mentality in the company yeah that's interesting because it's very much in mind with

something that Toni always says is that the in a lot of spaces particularly something like real estate I'm very focused on sales you've got a very small percentage of your your your people the peak performers and they're generating the vast majority of your revenue right so the problem and a lot of people focus on ok you know or how are we gonna weed out the low performers that's the first question they ask the second question they ask is how are we going to retain our top performers so how are we going to keep our heroes

but very few people focus on the people who are in the middle who could be peak performers but they just don't have the tools or strategies available to them you know I saw the CEO of Capital One Bank speak rich Fairbank and one of the things that resonated most when he spoke is that the threat of an organization is not the C player well the D player we're gonna push out immediately right but it isn't the C player that's the threat of the organization it's the B player because the B player is doing exactly what

you've hired them to do right it's not that they're doing anything wrong they're showing up they're doing their job they're performing that as the job description implies okay but the problem is is they're not doing anything extra and so when you have a B player in the organization you don't really have a compelling reason to move them out but they are taking up a space for where an a player can be so that's something that really stuck with me with a rich Fairbank that the greatest threat to an organization is not the C player because

you're gonna move them out quickly it's the B player that is delivering but they're not going the extra mile so you know I thought I just wanted to mention that because you know based on what you just said about you know the people in the middle sure have you seen any processes put in place that were any sort of internal strategies that helped bring those B players to become a players you know I actually just wrote about in my blog I just wrote about the Peter Principle so are you familiar with the Peter Principle so

the Peter Principle was introduced I guess it had to be at least 40 years ago and the Peter Principle is when an employee rises to their highest level of incompetence okay so it would you know it's it's a timeless principle because what happens is you know we bring this great talent into an organization and they're loyal and they produce and they perform and they exceed our expectations so what do we do we promote them right and we keep promoting them and we keep promoting them and we keep promoting them and what happens is is we

eventually promote them to a place in the organization that isn't at all aligned with who they are what drives them or what their skill set is so one of those examples is let's say you've got a stellar sales performer right they're out in the field they are crushing it they are blowing away their quota they are making the company so much money and so the executive team looks at them and they go wow he's a superstar we need to promote him let's make him VP of Sales let's bring him inside and we'll have him be

responsible for half a dozen other sales people and we'll keep him in this beautiful corner office because we're going to promote him because we think he's so worthwhile well that is a recipe for disaster okay because what happens is the person who's in the field that's an extrovert right they're motivated by being connected to other people they are not even driven by the money they're just totally driven to be out there right and then what happens is you bring them inside the organization and you've taken them out of their element where they're successful and they're

miserable because their entire performance and compensation is then tied to the performance and compensation of other people and they're stuck in a corner office and they can't ever leave the office so that's just one example of what happens when someone is promoted to their highest level of incompetence another example of the Peter Principle is when the organization evolve 'he's beyond the employee themselves so you put someone in and in a position you know a company is just starting up it's a startup company and they say I'm gonna make you CEO oh because you're my partner

you're my friend and it's just the two of us and you're gonna be the CEO oh well it's really easy to be CEO of a two-person company it's super easy right I mean you're basically putting the basic processes in place right you look down the line a year later two years later three years later five years later you've got a hundred 200 employees that person is not equipped to be CEO oh so you have just completely set them up for failure but putting them in a position that they do not have the skills or the

capacity to grow into so that's the example of the Peter Principle and what happens when you're not able to give them the tools or the resources because not everything is coachable not everything is teachable a lot of it has to do with what our own capacity limitations are and when we're not tapped into that we're gonna set our employees up for failure yeah that's you know a identity and understanding what your true gifts are and how those play out into roles in the workplace is something that Tony is very passionate about there are a few

tests that you know the people at his companies undergo and that he recommends to others there's something called the caliper assessment we do a disc profile we recently came out with it's a very very short quiz called artist manager entrepreneur and the idea is that you fit into one of those three archetypes and what you were saying about the salesperson who's out in the field I mean that's something you can't teach they're extroverted they want to be with people they're very persuasive you know in a way they're an artist because they're creating and they're and

they're producing you stick with an entrepreneur or they're not refer nowhere right because it's risk yeah absolutely and you know you stick them in a corner office and call them a manager and they're gonna be miserable and they're gonna underperform in that role are there any assessment tests that you recommend to small business owners or any sort of ways that you can understand what somebody's true gift or true true skill set really should be so we like the Colby we've used the Colby in the past just to understand what drives people in terms of how

they work with others it's a KO lbe the Colby assessment and then I personally like that the VI a strength finders now that's more of a character based assessment but I just I just like that one those are the main two I mean I'm familiar with discs and so if a company wants to use the disc assessment we can certainly use it but typically we've stuck to the Colby okay so one last question for you we're going 2016 and everybody loves to talk about actually we're in 2016 everybody loves to talk about what's next and

you know you'll see articles in Fast Company about the latest trend in company culture is there anything that you think is not just a trend but maybe part of a larger shift you know for example the the know our workweek or you know there's a big thing now with unlimited maternity paternity leave there's holacracy at Zappos I mean what what what things do you think will stick what are not just passing passing fads like foosball tables well we're definitely moving to more of the contingent workforce it just is what it is and there's a small

business owner especially with all the health care expenses companies are not small businesses are not able to provide the health care that we would have wanted to provide I mean when I started information experts 20 years ago we provided full health care for our employees and and their families okay and the health care costs now I've just made it completely prohibitive so as a result people are now taking more ownership for their own health care there's less loyalty to companies because of that benefit it's not really a golden handcuffs anymore and the contingent workforce overall

meaning like the 1099 workers you know the contractors as well as part-time workers I think a lot of companies are now moving to more part-time workers where you might have two part-time workers that you don't provide insurance for that will fill the same role as one full-time employee so I think that that's definitely a trend and companies need to understand that they've they're gonna have to basically make sure that they have a very full bench of really really qualified resources to get their work done at any time I would say this that's a challenge in

and of itself because yeah this is talking about I mean 1099 employees they are not legally required to be in the office right so you might have some virtual workers and part-time people doing a full-time job lends itself to miscommunication and that's retaining of who's doing what not to mention the you know going back to this idea of company as a whole how do you how do you engage with with contractors how do you bring them into the culture so that's a great question and being that my first company is a government contracting firm we've

always had to deal with this challenge of having employees that are on-site at our government agencies and they're they're hardly part physically at all they're not they're like disconnected from the rest of our organization again it gets back to the culture of communication communicate communicate communicate with every possible way that you can creating environments and situations that bring together employees at information experts when I was CEO we had what was known as a GTC a good times committee and we actually had a line item in our budget for fun okay so that was budgeted and

I had someone who was a dedicated GTC good times committee ambassador and that was part of her job I mean she did other things obviously but that was part of her job to plan a whole calendar year of events to keep employees engaged so I think keeping engagement at top of mind is gonna be critical in the coming workforce as people are part-time contingent they're working at multiple different jobs you know they're they feel a part of many different organizations and the leadership teams are just going to have to be okay with that it is

what it is so that's definitely one of the trends and then the other trend which I mentioned just a few minutes ago is definitely the evolved social enterprise really making sure that organizations integrate into their culture and into their business plans a piece of philanthropy a piece of giving back being part of the community not only is it just a good thing to do we should all be taking care of each other but it also will attract and recruit and help you recruit and retain the best talent moving forward because this is what the millennial

generation that's what's important to them yeah that makes sense mm-hmm great okay well it's been a great conversation thank you so much for joining us no I appreciate it and I please invite everybody who's listening to please join my leadership law joining the organ the conversation that I have every Friday on my blog at www.cannainsider.com/itunes owner can build the best business that they can possibly build and to reach their own personal and organizational potentials so I would invite you and encourage you to join in at successful culture com follow me on Twitter at Marissa leaven

connect with me on LinkedIn everywhere and I love to be connected thanks so much Marissa thank you do you have the right mindset and skills to take your business to the next level business mastery is the only event in the world created by Tony Robbins to prepare you to master the mindset and skills you need in business to elevate your game a one-of-a-kind immersive program business mastery will allow you to understand critical factors impacting your business then refocus and realign with the strategy and psychology you need to compete and innovate in any economy remember business

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