Influence Archives - Page 5 of 11 - How to be Awesome at Your Job

Pete Mockaitis
Stacey, thanks so much for joining us here on the How to be Awesome at Your Job podcast.

Stacey Engle
Well, thank you for having me.

Pete Mockaitis
Well, I’m really excited to dig into this conversation. And I understand you’re excited about showtunes and musicals. What’s the story here?

Stacey Engle
Well, music does move me. There’s a joke in my friend group that if I could have a soundtrack of my life, I would definitely have one. I love music and, yes, I’ve been a part of that board and other boards and efforts with music and theater.

Pete Mockaitis
And are there any particular shows that are really near and dear to your heart, that you sing the songs often?

Stacey Engle
Well, I guess from, just being somewhat stereotypical in the community, when “Hamilton” came out, I was definitely singing full for the music there.

Pete Mockaitis
Oh, fun. You know, I have yet to see it and I really want to. And I just somehow think I’m somehow going to get a free ticket from someone somewhere but it hasn’t happened yet.

Stacey Engle
You know, I’m all for manifesting in this universe, so maybe one of your listeners can help you out there.

Pete Mockaitis
You know, I have received unsolicited gifts from listeners which is appreciated—not that I’m soliciting right now for the record! —but it’s happened before, and I appreciate it each time. So, good stuff there. Well, now, I want to hear about your company Fierce. What’s the main gist of what you’re all about here?

Stacey Engle
Yeah, so we believe that the root cause of most business problems is pointless conversations. So, we are a company, a global training and learning company that helps people really have those conversations that lead to results.

Pete Mockaitis
I’m intrigued by the phrase “pointless conversations” right there because I recently had a guest who talked about, in building relationships, it’s great to, as he said, have a thousand conversations about nothing. But they’re not really about nothing. They serve to build the relationships. So, what do you mean by pointless conversations?

Stacey Engle
Well, what we mean is conversations oftentimes people do not realize they’re the most accessible tool that you have going through your day. So, as humans, we’re really navigating our lives one conversation at a time. So, when you aren’t thinking about the intent and the content of your conversations, and also your intention, you’re really missing the mark. And I think we’ve all had the experience of sitting through a meeting that we all knew that we weren’t talking about the real issue, or being with someone and not really feeling like you could share.

Stacey Engle
So, a pointless conversation is one that does not have intention and structure and a goal involved. So, when we think about pointless conversations, think about the team meetings that aren’t really discussing what really needs to be talked about, or the coaching conversation where you’re talking all around the issue. Those are pointless conversations. So, our goal is really to help people talk about what matters in a way that’s skillful, and in a way that’s intentional.

Pete Mockaitis
Okay. Well, that sounds very important, so I’m excited to have this conversation. And so, your company is called Fierce, and fierce conversations is a phrase you use frequently. In fact, there’s a book associated with it. What do you mean by a fierce conversation?

Stacey Engle
So, the definition is a conversation which you come out from behind yourself into the conversation and make it real.

Pete Mockaitis
Come out of myself.

Stacey Engle
Yes, so coming out from the masks you wear, coming out from all the reasons why you don’t think you can say what needs to be said. Come out from those and make the conversation real. So, there are four objectives of a fierce conversation. One is that you’re interrogating reality. So, this idea of you’re getting curious about what’s going on. Two, you’re provoking learning. So, not just provoking someone else’s learning, you actually want to learn. You’re tackling to have challenges which means not putting off what really needs to be talked about. And then the fourth is enriching relationships.

Pete Mockaitis
Okay. Gotcha. And so, is it your philosophy that a business conversation should always do one or more of these things?

Stacey Engle
Yes.

Pete Mockaitis
Okay. I like that.

Stacey Engle
Yes. Yes.

Pete Mockaitis
All right. We’re upping the standard here. I’m just imagining a lot of conversations right now and thinking about the extent to which these things occurred. What’s your hunch in terms of the proportion of business conversations that are checking at least one of these boxes?

Stacey Engle
Well, let me back up. So, the goal is that a fierce conversation is really achieving all four of those, so we’re going to learn something new. So, interrogating reality, provoking learning, we’re going to tackle a tough challenge and, what’s most important, is we’re going to enrich the relationship when we’re doing it.

So, that’s kind of the foundation of what is fierce, and that feels very theoretical, but the idea is let’s think of an example of just you’re going into a meeting with an idea. If you want that meeting to be a fierce meeting, you are going to walk in with the intention to get it right for your company, for your team, versus being right.

Pete Mockaitis
Okay. I like that. Getting it right for people, stakeholders, as opposed to being right, like, “I’m right and you’re wrong,” or, “I’m validating the idea I had is great and, therefore, I feel smart as a result.”

Stacey Engle
Exactly.

Pete Mockaitis
And we had some previous folks associated with the Landmark education draw a distinction between, “Are you more concerned with being right or with things working?” And I found that helpful. And this is even more punchy, I would say, an articulation, being right or doing right for these people, or getting it right for people.

Stacey Engle
Right. Getting it right versus being right. So, that’s a mindset piece. And then there are really skills to make sure that you are really hearing from others, getting curious, because you only have one perspective. And your perspective is one, and it’s not the truth, so your goal in that meeting should be to hear everyone else’s perspectives, and to really provoke learning on everyone’s side, and tackle what we need to tackle. And then, in the end, enrich the relationship.

Pete Mockaitis
Okay. Well, that sounds like a lot more fun to be than your average business conversation. So, maybe, could you—I want to dig into the how in a moment— but could you perhaps paint a picture in terms of a case study of how a client organization of yours did some stuff, and they saw the conversations become more fierce more frequently and what sort of performance gains they saw as a result?

Stacey Engle
Absolutely. So, one of our near and dear clients, we love them, CHRISTUS Health, they’re a healthcare system comprised of about 230 hospitals and clinics, and they employ over 45,000 people. And, as you know, healthcare is very complex. They found themselves falling into the trap that many organizations face, which is becoming a culture of nice. And associates had really mistaken the value of compassion and the value of service with avoiding difficult conversations.

So, many leaders weren’t giving feedback because they didn’t feel it was compassionate    and they were scared to give that feedback, and nobody was really sharing those insights. And what was at stake there were many associates were not growing at the level that they needed to. So, through discovery, it was determined that a lot of these conversations were missing, and we needed to build this skillset.

So, Fierce was brought in at the leadership level, and we really helped them work proactively on feedback, on coaching, on confrontation, and really building a common language where these tools were accessible, and helping arise potential issues before they formed. So, CHRISTUS Health was able to achieve a 50% reduction in executive turnover.

Pete Mockaitis
Oh, yeah.

Stacey Engle
Yeah, we like that. A 36% internal promotion increase, so those associates were really developing.

Pete Mockaitis
So, all right. So, the results are there. That’s really cool. Let’s talk about how to do it. So, what are some of sort of the top things that we should start doing or stop doing to see some of these results?

Stacey Engle
Absolutely. Well, so we know six conversations that are often not as powerful as they could be in the workplace. I always like to start with three. One is that team conversation I was referencing. So, this idea of, “How do you have a more compelling team meeting? And is this actually answering more tactics?”

Pete Mockaitis
Well, there are six kinds of conversations, and so let’s have them.

Stacey Engle
Yes, so there are six kinds of conversations, and the three that I always love to share with our audiences, because we can really, really all relate to these. One is the team conversation, so the idea of, “How do I run a team meeting where people are really engaged and they are laying out reality without pointing blame? And sharing from their perspectives, how can we move forward on this particular opportunity or issue?”

The second is a confrontation conversation. So, this is when you and I know something needs to change. How do we best approach that topic in a way that does those four objectives? So, interrogating reality, provoking learning, tackling a tough challenge. And we actually feel like our relationship is enriched by having that conversation.

And then the third is feedback. So, feedback is a tool that we constantly need to use in our every day. And one of the pitfalls with feedback is many times people write the script of what, of the meaning of the actions. So, for instance, if I see someone talk over someone, I may think to myself, “This person is being rude or doesn’t really respect X person.”

And our feedback conversation is very much about not writing that script, so you stop at behavior, and you would have that conversation with someone, asking them, “What was going on?” versus putting the meaning, and then also what’s at stake attached to those actions.

Pete Mockaitis
Okay. That’s a really handy tip right there when it comes to the feedback, is to not interpret it for them what that means, and then assume and cause all kinds of problems. So, that’s great there. So, then when it comes to those team conversations and confrontation conversations, what are some key ways to have those go all the better?

Stacey Engle
So, confrontation is all about preparation. We have a 60-second opening statement. So, this idea that you really need to frame the issue or challenge in 60 seconds because the other person, when they’re hearing this, will most likely have a fight or flight reaction, so you want to lay this issue or challenge out in front of the person, and ask and invite the conversation. So, it’s all preparation and confrontation.

Pete Mockaitis
Okay.

Stacey Engle
So, succinctly, being able to share. And one thing that often gets in our way is we wait, and wait, and wait until it becomes too much. And then we have so many examples of why X needs to change. And the reality is, in an effective confrontation conversation, you’re only using one or two examples.

Pete Mockaitis
Oh, that’s great.

Stacey Engle
So, you can’t bring in all of your emotional baggage.

Pete Mockaitis
“And another thing…”

Stacey Engle
Exactly. I mean, we call it the dump truck, you know, like, “I’m just going to back up and unleash more and more reasons why this is true,” and it really can curtail that conversation. So, we want to stay succinct, we want to be thoughtful and prepared.

Pete Mockaitis
Okay. So, could you maybe give us an example of a 60-second opening statement?

Stacey Engle
That is a great question. Yes, I can.

Pete Mockaitis
All right.

Stacey Engle
And you must prepare for these conversations.

Pete Mockaitis
All right. Taken.

Stacey Engle
So, an example would be, “Pete, I want to talk with you about the affect your leadership style is having on the team.”

Pete Mockaitis
Well, thank you.

Stacey Engle
“And I want to share two examples. One, I saw, when you were in that meeting, you rushed out of the room, and you ripped the flipchart off of the paper, and crumpled it up. And you seemed pretty upset. So, that’s one example. Another example is some of your team members have expressed concerns about cancelling your one-on-ones and canceling some of those conversations. So, this is very important, this, your leadership style to the success of the company, and a lot is at stake for both us. The contribution I have to the problem is I might not have brought this up as soon as I should have, and I really want to resolve it and support you. Tell me, from your standpoint, what’s going on?”

Pete Mockaitis
Okay, I like it. So, we got those ingredients there in terms of, “This is what we’re talking about. Here’s a couple examples. This is why it matters. And I’m in the mix as well, it’s not all you, you, you. I’m in there.” And so, then it’s kind of open-ended with your final question. And what was that again? You said, “Tell me what’s going on.”

Stacey Engle
Yeah, “From where you sit, what’s going on for you? Because I want to resolve how your leadership style is affecting the team.”

Pete Mockaitis
Yeah, so, “What’s going on for you?” is nice and broad, and it’s not as accusative as, “What’s your problem? Why can’t you get it together?” It’s, “What’s going on for you?” and that could go anywhere from, “Hey, you know what, I’m going through a really rough time with I’ve got two kids, and I’m sleep-deprived, and I get kind of edgy in that kind of situation,” to, “Oh, I had no idea. I guess when I was an investment banker that was fine in that culture.”

Stacey Engle
Absolutely. Yeah, exactly. And I would argue that it’s never really fine. So, yes, once you do the 60-second opening statement, your job is to really inquire about your partner’s views, to ask questions and get curious, and really dig in for more understanding. And then, what’s very potent, and when I talked about conversations need to drive results, there needs to be a resolution. So, we need to talk about, “What have we both learned? How are we both going to move forward and make an agreement, and then hold each other accountable to it?”

Pete Mockaitis
Okay. Excellent And so, then how long might that whole conversation take?

Stacey Engle
It can vary and the goal is that you could have this conversation in 30, 45 minutes, even less, if you’re prepared. And it’s really, really powerful once you have this tool, and it is a common language in organizations because, I don’t know, de-stigmatizing confrontation is very important. The reality is we’re going to have challenges, things are not going to go as we wish, and confrontation is actually less needed once you have more of these other conversations like feedback, coaching, team.

So, confrontation is when feedback hasn’t worked. So, it’s not like you should be having confrontation conversations every single day, and there’s not a perfect equation depending on what situations you find yourself in.

Pete Mockaitis
I hear you. But that’s useful to know that it could be 30 or 45 minutes or less because I think some people fear, it’s like, “Oh, man, we’re going to be getting into it for a half day trouble.”

Stacey Engle
It’s so true.

Pete Mockaitis
And, you know, it’s often pretty quick.

Stacey Engle
Well, and what I think is something I really like to challenge others is those missing conversations, the ones that you keep saying, “Well, this time it’s distraction, and the music is playing just right, and I have this much time on my schedule,” you keep justifying those missing conversations. Those are the most costly in organizations. They really are, because the reality is everyone understands that people are busy and time-constrained, so you need to be clear about your intention, also your timeframe. So, it’s okay if you only have 45 minutes, and if there needs to be a follow-up conversation, then that’s okay. But the goal is that you begin. Because there’s a lot of justification to not start, and that’s really ineffective.

Pete Mockaitis
Understood. Well, that’s pretty handy. Thank you for those. And how about on the team conversation point with regard to being more engaged?

Stacey Engle
So, we have a strong position that you should not have team meetings with so many people that not everyone can participate. So, a team conversation is all about addressing challenges, opportunities, together as a team. So, if this is true, we need every brain cell and every viewpoint necessary to make the best possible decision. So, for team meetings, we are not big proponents of having people who won’t participate be in the meeting. So, we want to hear from every single person. And if you don’t want to hear from that person, then they shouldn’t be invited to the meeting.

Pete Mockaitis
Okay. And I imagine then do some numbers pop up with regard to, “Hey, at this point, you’re at risk for having some non-participators,” if you cross the threshold of, I don’t know, six people who’s there.: Do you have a guideline there?

Stacey Engle
Yeah, so typically say six to 10 would be max. And this isn’t taking into account company-wide meetings and all-hands and communication meetings. We highly endorse those. But this particular team conversation is when we have an opportunity, we have a challenge, and we really, really need to solve something together.

Pete Mockaitis
Okay. So, that’s one key tip then is to ensure that it’s not too big, it’s a manageable size, everyone can participate, have a piece of it. Any other tips for how to have great team conversations?

Stacey Engle
So, another tip for a team conversation is preparation as well. So, we make an analogy with a beach ball, so this idea that everyone sits on a different stripe in the beach ball. So, Pete, if you were in marketing and I was in finance, you may be on the red stripe, we don’t like finance being in the red, but let’s pretend. You may be on the red stripe and I may be on the purple stripe, and we may view an issue very, very differently.

And it’s very important that we have facts and preparation beforehand because the team leader needs to come in, and the goal is the team leader has prepped every single person with what the issue is and relevant background information so that that leader can really gain all stripes, like all perspectives. So, that preparation is important, and I just wanted to give that tip around the beach ball because it’s that visual metaphor of really thinking through everyone has a different perspective. And if you are going to walk into a meeting to get it right, not flaunt what you think we should do, you must gain each perspective.

Pete Mockaitis
That’s great. Thank you. Oh, go ahead.

Stacey Engle
The one other tip is, at the end of the beach ball meeting, the piece that’s super powerful is each participant basically absorbs all the information that has been discussed. And then the task is for each person to say, “If I was the meeting leader, here’s what I would do.”

Pete Mockaitis
All right.

Stacey Engle
So, it really is so insightful to gain other people’s insights, not just from their particular perspectives, but also how they have interpreted and how they’ve assimilated all of the perspectives.

Pete Mockaitis
That’s great stuff. And I’m liking what you’re saying with regard to just not assuming you’ve got the answers, and be curious in making sure we get all those perspectives there. I’m also curious when it comes to conversations where you do have an intention to persuade, and maybe this is a little bit of external-facing stuff, maybe it’s about sales or something. How do you think about those conversations?

Stacey Engle
Okay. So, our coaching conversation is a great sales tool. It’s all about mining for clarity and helping a coachee or someone you’re wanting to really help surface what the true issues are. And when you want to persuade or you want to connect with people, because I think a lot of persuasion or influence is really connection with a greater purpose or a different path. So, that coaching tool, you know, mining for greater clarity, and being able to surface what’s really going on, is amazing for persuasion and influence.

Pete Mockaitis
Certainly, because you got the connection and you understand what’s really going on and so you’re able to sort of make the connection all the more clearly associated with this service, or whatever will address this.
Now, you mentioned clarifying, which is something I want to cover because I saw that pop up a number of times on the Fierce website. What are some best practices in terms of asking great clarifying questions and getting to clarity in your conversations?

Stacey Engle
So, we make an analogy in the coaching conversation that questions are really the drill bits when you’re mining for water, and you’ll experience different layers. And the idea is that you want to have a whole cadre of questions that you use in different circumstances. So, when you’re asking, “What’s going on for you?” or something that’s very broad, our tip is to ask, “What else?” three times.

Pete Mockaitis
All right.

Stacey Engle
So, the idea is most of the time when someone is sharing the issue. So, if you open a conversation and say, “What’s the most important thing we should be talking about today?” the first thing they share, it’s often not the real issue. So, you want to help someone clarify for themselves, so asking more questions, asking, “What else? What else? What else?” is a discipline. Because it can be so tempting to give advice and to jump in or ask leading questions, like, “Well, have you ever thought of…?” So, clarifying is really about being intentional and having a practice to say, “What else? What else? What else?”

And then another tip for clarification is just repeating back, which many of us I feel were taught when listening. But the reality is many of us are not great listeners, and having reminders or cues, so if this is an issue for you that you like to jump in or you don’t ask as many questions, it’s great especially if you’re on a video call or a phone call to have a visual cue, to even write on a Post-It note, “What else? What else? What else?” just to remind yourself to really dig deeper.

Pete Mockaitis
And I’m curious, we talked about the drill bits analogy, and reminding, and “What else?” I guess I’m imagining “What else?” can often shift us laterally or to the side, but you’re saying, “What else?” can also get you deeper into the given matter.

Stacey Engle
Both.

Pete Mockaitis
Okay. So, “What else?” is one great one. And what else would you recommend in terms of great clarifying questions?

Stacey Engle
Well, sometimes when you ask someone, this happens a lot in meetings, if you ask someone, “Well, what do you think?” sometimes people will say, “I don’t know.” And we really encourage you to say, in not a snarky tone, “What would it be if you did know?” or, “Go there with me for a moment. I really want your input.”

Pete Mockaitis
All right. I like that because “I don’t know” usually means “I haven’t thought about it,” or, “I’m not yet comfortable telling you what I really think about it.”

Stacey Engle
Exactly. So, that’s a great practice to clarify and also to learn.

Pete Mockaitis
Any other great clarifying questions?

Stacey Engle
I think when you’re helping someone work through an issue, it’s very important to have emotional attachment. And people will really have different reactions and emotions to talking about emotions in the workplace, so questions regarding, “What do you feel about this?”

So, for instance, “When you consider all of these outcomes that are occurring, what do you feel?” That’s so important to ask because we are emotional. We make decisions emotionally and then rationally. Like, we rationalize our emotions. So, asking, “What do you feel?” in situations really can help move an individual and move a situation forward.

And the big clarification there is not saying, “How does this make you feel?” which is a very victimizing spin to that question. You really want to ask, “What do you feel?” because you want to keep accountability for all of the emotions that a person experiences.

Pete Mockaitis
Okay. As opposed to the thing is making you feel this way, so it’s just, “What do you feel?”

Stacey Engle
Exactly.

Pete Mockaitis
The response, okay.

Stacey Engle
“What do you feel?” versus, “How does this make you feel?” We always want to put people in positions of power and not victimhood around situations they’re in. So, that phrasing, “How does this make you feel?” is more of a victim statement instead of owning the answer to, “What do you feel?”

Pete Mockaitis
Yeah, and I like the distinction. It’s very helpful. And I want to talk about emotions here. So, a lot of what makes these conversations tough in the first place are those emotions, you know, you’re scared, you’re angry, you’re confused. These things are there. And so, how do you recommend to sort of, internally with your own personhood and brain and feelings, do what you need to do to have those conversations?

Stacey Engle
Well, the conversation itself is key. Preparation, the idea that you really sit back and frame, “What do I want to accomplish here? What am I trying to say?” and writing it down, or speaking out loud, however you need to work through those emotions or anger or resentment, you need to figure that out. And having tools, like a framework, whether it’s fierce conversations framework or other conversations framework, those tools really help you work through those emotions and give you confidence that all of us need to have these conversations. This is the human experience, and no one is going to die.

Pete Mockaitis
Yes.

Stacey Engle
So, although, we may, because of emotions, our bodies may go there, it may feel like someone may die. But the reality is there are so many marriages that have been saved by having the conversations that need to happen, so many lives and companies, their trajectories completely changed because they had that conversation that really mattered.

And sometimes we can’t even predict what those conversations when they will happen, what those conversations will exactly entail, so that’s why it’s so important to just, if you have emotions around a situation, that’s a good thing. That means you care. That means there’s something at stake. And being able step back and reflect on that, that’s key.

Pete Mockaitis
Okay. I dig that a lot. So, no one is going to die, we have some comfort there. And, indeed, the conversation can be saving. And we had Kim Scott talk about radical candor earlier on the show, and that’s kind of her story. It’s like, “Oh, boy, if I had this conversation earlier, I wouldn’t have to be firing this person right now.” There’s a lightbulb there associated with the benefit of going there.

So, let’s say, okay, you’ve done your work, you’ve kind of taken some time to think through your goals and maybe a framework, and then you’re just about to step into it. Any sort of pro tips for the presence or the emotional management so that you deliver it well in terms of you’re not kind of angry or timid or kind of anxious and putting out vibes that impede the effect of this conversation?

Stacey Engle
Well, one tip is absolutely to prepare it. That preparation should mean that you’re grounded at least going into the conversation. That’s square one. I think being transparent with the person that this conversation is a hard one for you is important. Oftentimes, we like to just, I don’t know, what’s the phrase, fake it until you make it. There’s a certain level of necessity, I understand, for those scenarios. And when it comes to conversations that are super important and central to your success or central to your happiness, being able to step in, say, “My intention here is to explore this with you. It is not easy for me.”

And when you learn our frameworks, we often encourage leaders. So, for the listeners out there, when you’re trying a new framework, or you’re trying something new, there’s absolutely nothing wrong with saying, “I’m trying this.” And just that humanity, I think, really can help squash the nerves.

Pete Mockaitis
Oh, thank you. And are there any other kind of magical phrases that you find yourself saying often or you recommend often? We’ve covered a few, like, “What else?” What are some other things that you find can be said frequently and sure are helpful when you say them?

Stacey Engle
Well, from a leadership perspective and even a peer perspective in your career, there can often be times we’re taught as coaches to have checklists and check in with our team members, so, “Are we getting these things done? Have we followed up on these items? Are we investigating something new?” whatever is on your checklist.

Checklists are great. And, in today’s labor market and in today’s current state, it’s very important to not rely only on a checklist. So, one question that we really love is to ask, “Given every single thing that’s on your plate, what is the most important thing you and I should be talking about today?”

Pete Mockaitis
All right. That’s good. Any others?

Stacey Engle
Well, oftentimes, there’s a slant to action, which I love. If you do StrengthsFinders, I’m an Activor which means I do like starting things. And one question, instead of saying, “What are next steps?” you can ask, “What is the most potent step you should take?”

So, that sounds very similar, but this idea of helping someone sequence, and say, “Okay, given what we just talked about, what is the first potent step that you need to take or we need to take as a team? And then, what’s next?” So, just helping break down the sequence of that can really be effective. That’s just a tip.

Pete Mockaitis
Well, thank you. Well, as we wrap up, I’d love to hear, are there some things you recommend not saying, or conversations that ought not to be had?

Stacey Engle
Well, we’d like you to delete “but” from your vocabulary.

Pete Mockaitis
Okay.

Stacey Engle
We want to say “and.” So, when you think about the team conversation, or multiple perspectives, the idea is we want to say, “This is true, and this is true, and this is true.” When you use the word “but” it often discredits. So, “I like your idea, but we already looked into that.” Or, “Oh, that’s a great way to think about it, but Stephanie is already doing this.”

Pete Mockaitis
All right, yeah.

Stacey Engle
It’s a mental shift. So, really deleting the “but” and replacing it with the “and” is really important.

Pete Mockaitis
Right. And that works frequently as I think about that, “Hey, thanks so much for mentioning that, and Stephanie has already started looking into it.” It’s like, “Oh, okay. Well, I’m encouraged.”

Stacey Engle
Right.

Pete Mockaitis
It’s like, “All right.” And the same point is made, you know, associated with, “All right. So, I don’t have to do anything else because Stephanie is running with it, and I’m feeling better about the exchange.” That’s cool. Well, Stacey, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Stacey Engle
Well, I think oftentimes people will say that they don’t want to have the conversation because it will take too long, or, “We don’t have enough time to have the conversations you’re talking about.” And I just really want to make the case for the quality of conversations versus the quantity. So, this idea that we can be intentional and know that there should be a beginning, and a middle, and an end to a conversation. And that it’s a tool that can get us to the next level in our career. It can shift something for us. That idea, it’s very important to pay attention and engage.

Pete Mockaitis
All right. Thank you. Well, now, could you share with us a favorite quote, something you find inspiring?

Stacey Engle
So, I love Anais Nin’s quote, “Life shrinks or expands in proportion to one’s courage.”

Pete Mockaitis
Thank you. And how about a favorite study, or experiment, or bit of research?

Stacey Engle
So, I tend to refer more frequently to questions than studies. So, one of my favorite questions is, “Given everything on your plate at this very moment, what’s the most important thing we should be talking about today?” And through that I hear a lot of studies.

Pete Mockaitis
Okay. And how about a favorite book?

Stacey Engle
A goodie and always a favorite Tribes by Seth Godin.

Pete Mockaitis
All right. And how about a favorite tool, something that helps you be awesome at your job?

Stacey Engle
So, Headspace. By meditation, having the right mindset is key, and that’s been a challenge for me, so it’s great to have a tool.

Pete Mockaitis
Okay. And a favorite habit?

Stacey Engle
Working out every single morning, even if it’s for 15 minutes.

Pete Mockaitis
And is there a particular nugget you share that really seems to connect and resonate with clients and listeners?

Stacey Engle
You get what you tolerate.

Pete Mockaitis
Okay. And if folks want to learn more or get in touch, where would you point them?

Stacey Engle
So, our website is FierceInc.com and my handle is @staceyengle.

Pete Mockaitis
Okay. And do you have a final challenge or call to action for folks seeking to be awesome at their jobs?

Stacey Engle
I do. My call to action is to write down three people in your life who are central to your success or your happiness and decide what conversation you need to have with them, and by when.

Pete Mockaitis
All right. Stacey, thanks so much. I wish you and Fierce all kinds of luck and many meaningful conversations.

Stacey Engle
Thank you, Pete.

Pete Mockaitis
Dr. Richard, thanks so much for joining us here on the How To Be Awesome At Your Job podcast.

Dr. Richard Shuster
Pete, it is awesome to be at the Awesome At Your Job podcast. Thanks for having me.

Pete Mockaitis
Oh, yeah, I’m really glad that we got to do this. I enjoyed meeting you at Podcast Movement. We spent about half an hour talking about barbeque, and then we got into the weightier things of life.

Dr. Richard Shuster
Yes, I think most conversations should start with some mentioning of barbeque, to be sure.

Pete Mockaitis
So, let’s go right for some heavy stuff. You have a wild story, in which you had a car accident, but you say it changed your life for the better. What’s the scoop here?

Dr. Richard Shuster
Sure. So, ironically enough, had you met me prior to this accident I would have been the anti-candidate to come on your show, because I wasn’t overly happy with what I was doing. I was doing it in a large part because of expectations that I thought that others had of me. I was in the midst of creating and IT consulting company, I had just bid on a government contract through the military and won, which was pretty wild for somebody in their early 20s.
And one day, while driving, and it was just a normal Saturday, I was in a horrific car accident, in which I broke my spine. A car went careening through a light as I was making a left turn, slammed into me, which sent me into oncoming traffic after my bags deployed. And then it was a telephone pole which ultimately stopped my forward momentum.
And prior to that car accident, prior to that day, I was very, very selfish, I was very materialistic. I would refer to my business as “The Schuster Empire”. I really felt that way, that I’m superior. If anyone’s ever seen that movie Family Man with Nicolas Cage, I wanted to be him before he had the kids – the fast cars and the money and all of these things.
And so, what’s really interesting is that there’s been a lot of research done on what happens to people when they’re in near-death experiences. You always hear the cliché, “My life flashes before my eyes”, that sort of thing. That’s not what happens to a lot of people. What happens to a lot of people is when they’re about to die, time slows down quite significantly. And a lot of soldiers have reported this, going back to many, many wars. We have letters from soldiers who have talked about this historically.
So, in this moment from when car one hits me, and then the airbag goes off and I’m careening – that whole accident scene that I described to you was maybe three seconds in total. But for me in real time, it felt like it was significantly longer. I’m sitting there, watching the center console crush into my ribs like it’s somebody’s crushing a can of Coke in their hand, and I’m thinking to myself, “I’m about to die.” It wasn’t one of these Ebenezer Scrooge kind of moments, like, “Dear God, let me live and I’ll be a good person.” I was dead. I knew I was going to die.
And my thoughts then shifted to my parents, my mom in particular. I was young and I wasn’t married, and I was like, “My mom’s about to get this call that her son is dead.” And I was so guilty. What a senseless way to die. And then the next thought that I had, which kind of came out of that guilt about my parents was, “What do I have to show? What have I really accomplished in my life? What am I proud of? What are people going to be proud of me for?” And the answer was, “Not much.” And then obviously I didn’t die. It took me quite a long time to recover, but for me, Pete, nothing was ever the same after that.
Now, I went back to work after some time, and was miserable. And I stuck it out far longer than I should have, in large part because of fear. I didn’t know what I would do. That was the thing that I thought I was supposed to do. I didn’t want to let people down. But I was just miserable, and I knew I wanted to do something more and something that helped society, helped the world. And so, one day I walked away from that. I just said, “I’m done” and I walked out. And the reactions that I got from my circle were as expected – when people do things that don’t make sense to them, people tell you you’re crazy – “What? You’re doing what? How could you possibly do that? You’ve invested all this time and money”, and blah, blah, blah.
But I went from 80 hours a week to 0, and was going through this period of time where I’m finding who I am. I know that’s also very cliché, but I’m just kind of sitting around, and even though I had left, I was scared out of my mind. I had no clue what I was going to be doing next, and thinking that all this time I spent in technology was kind of wasted.
And then something really funny happened – I went to the local grocery store in the city where I was living at the time, and I heard these women talking. This was maybe circa 2003-ish, so Facebook didn’t exist; Myspace was the thing then. Well, I think Facebook did exist but it was only for college students. And so I heard these women talking about their teens doing questionable behavior on the Internet.
And so I butted in, which is something I don’t usually do, but I interjected into their conversation. I had some background in network security and technology, and so all of a sudden now they’re inviting me to speak at their PTA and I’m volunteering my time. And somebody in the audience was in the cyber-crime unit of their local police department – no idea why they didn’t ask him, but they asked me. And that guy came up to me after and he was really excited. He said, “You’re a civilian but you’ve got this knowledge. You want to come and start doing the tour with us?”
And now I’m speaking in front of large groups of people, and all of a sudden that statement that I had made to myself about the wasted time in technology, not doing things meaningful to help society – that all went away. And just doing that speaking reframed that for me. And so that led to other experiences, which pushed me towards graduate school. In getting my first master’s degree I was privileged to work with evacuees from New Orleans who lost everything during Hurricane Katrina. That was really powerful to see that. And then I went on to pursue a doctorate in clinical psychology, where I then got advanced training in forensic and neuropsychology.
So, that’s what my, quote unquote “day job” became, and while I was privileged and grateful for the opportunity to work with patients directly, the thing that was really still kind of biting at me was, “How do I do something more? How do I do something grander?” And so, that’s when I came up with The Daily Helping podcast, and the show’s mission is to help people become the best versions of themselves. And of course there are a lot of shows with similar themes, and that’s aspirational. Right, Pete? You’re not going to get a certificate three weeks from now in the mail from me, your wife or anybody else that says, “Congratulations, Pete! You’re now the best version of who you are.”

Pete Mockaitis
Even if I sign up for your Elite Double Platinum Diamond program?

Dr. Richard Shuster
Unfortunately no, we just can’t make that kind of a guarantee.

Pete Mockaitis
Oh man.

Dr. Richard Shuster
I know, I know. It’s a bummer. But in all seriousness, that’s an aspirational statement. We of course strive to learn and become better than we were the day before, but applying what I learned in graduate school about neuroscience is that the research indicates – it’s very interesting – that we as a society… I’ll take a step back because my doctoral dissertation was on the impact of personality functioning from technology, and in particular social media.
So, social media really has turned us into this society where we are often presenting this idealized version of ourselves, and often a false version of ourselves to the world, because when we log on to Facebook or Instagram and whatnot, and we see our neighbor always on an amazing vacation, doing something crazy – we want to do the same thing and we want to show how wonderful we are.
So what I wanted to do with the podcast was tie the show’s movement into something that has been researched, and that is when we help people, the same structures of our brains, the same neurotransmitters, the same things fire as when we receive assistance. And a lot of people don’t know that, and a lot of people don’t think about that. So, part of my show’s movement is I encourage my listeners every episode in our call to action to go and commit an act of kindness and post it in their social media feeds using the hashtag #mydailyhelping, because I know that if I can get people…
And the goal is to get a million people every day doing this, by the way. That if we can get that many people committing acts of kindness, they’re going to feel better about themselves, they’re going to like who they are. And when we’re all liking who we are and liking what we’re doing, that’s going to make the world a better place.

Pete Mockaitis
That is cool, and a beautiful vision, and I’m so glad that you’re alive and that you took good inspirations.

Dr. Richard Shuster
Me too, me too.

Pete Mockaitis
From that scary experience. And so, you’re helping and you’ve got all kinds of neuroscience insights into helping. So, making the world a better place – yes, I am about that, and even more precisely we’re about that in the context of people being awesome at their jobs and experiencing the joys that come with that, in terms of being able to better serve others and just experience the joy of excellence in doing your thing and how that enriches everybody all the more, as opposed to being lame at your job. So, I want to get your take then on, how does helping others help us become awesome at our jobs?

Dr. Richard Shuster
So there is a lot of research done by I/O psychologists about what happens to us when we like what we do and when we’re good at what we do. And so, particularly those that have high degrees of employment satisfaction are demonstrated to have higher levels of oxytocin present in their blood. And oxytocin is a hormone that’s released by the hypothalamus, it flows out into our blood stream, and it’s really been demonstrated to do a lot of things, including promote feelings of trust.
So if you’re good at your job, you’re likely going to be more prone to connect meaningfully with your coworkers, to value your team, to be helpful to others who are in your workplace. And what the research has also shown is that people who are in that space – who like what they do, who are all about the camaraderie, who have a high degree of competence and satisfaction in their job – they also experience – how about this – less stress, less anxiety. They report having an overall brighter and better mood than those that don’t, and their relationship satisfaction is higher. And for those people who are employers – you’ll like this too – fewer sick days have been demonstrated consistently in the research by those who excel at what they do professionally.

Pete Mockaitis
That’s compelling stuff, so good news there. And oxytocin – that whole molecule is fascinating. We had Dr. Paul Zak discuss oxytocin in a previous episode.

Dr. Richard Shuster
He was actually my first guest on my show. He’s phenomenal.

Pete Mockaitis
Good choice.

Dr. Richard Shuster
Yes.

Pete Mockaitis
So, good stuff. I’m with you there. So, being awesome at your job has benefits that extend beyond just a good review and maybe a pay raise or a promotion. That’s cool. And so, I’m curious, in the realm of helping – when you’re helping other folks, I guess I’m thinking about the Adam Grant Give and Take stuff. How do you think about that, with, sort of, your mission about changing the world and making it a better place, with more helping and becoming the best version of yourselves, and then doing these acts of kindness? How do you think about in the grand scheme of, you’ve got your resources, your time, your energy, your attention, how you spend your day. And how do you think about the allocation of, “Am I giving or am I taking? And am I giving to just anybody or am I giving strategically? Or is giving strategically really self-serving and not truly giving, and thus I don’t get the cool brain benefits?” I just want to enter this messy tangle with you.

Dr. Richard Shuster
It’s the most controversial non-controversial subject ever. It’s interesting, because there’s research on both sides of this. There are those that pose it that if you are strategically giving, i.e. giving from a self-serving perspective, that’s not truly generosity. Whereas there are others who say that any kind of altruistic act, even if it is self-serving or has some intentionality behind it, the end result is that it helps others. So, the textbook definition of altruism is “an act which helps another person, where one is expecting nothing in return”.
And what I would say is that I think both sides can be right. And I’m not saying that to pass the buck, but if you think about it, let’s use the example of strategically self-serving. So there might be a charity or an organization or something – a fundraiser for your kid’s school – and you have X number of hours in your day. You talked about the allotment of time – you have X amount of time, X amount of resources or money, and so you choose strategically to give that to something which is important to you.
To me that is just as altruistic as the person who wants to help a little old lady cross the street. It’s still an altruistic motive, you’re intending to help somebody. Even though example A – that helping is more directed, it’s still helping. There are the other proponents who say if I give somebody $5 because I think the universe is going to pay it forward to me and give me $10 back – is that really altruism? So there’s where the research gets interesting.
There have been some studies which show our brains react the same, whether we’re giving with intentionality, hoping to get something back, or whether we are in fact just giving to give. And yet, there’s also research on the other side. What we do know definitively is that if I were to take two people and hook up real-time diagnostic imaging of their brains – units that could do that; we live in this wonderful age where we have the technology to do these sorts of things – and person A gave somebody $1,000 and person B received $1,000, the same parts of the brain light up.
My take on all of the research is that I believe that you can’t help but have a sense of satisfaction when you help somebody for the purposes of just helping. When you’re just trying to do something nice for somebody else and you do it, it feels intrinsically better than it does if you’re kind of coerced into it – if it’s a fundraiser or a Girl Scout cookie drive or something. There’s just a difference there.
Whereas this reward system that I’m talking about, that I’ve referenced, which is called the mesolimbic pathway in our brain – that’s a pretty old biological system. And so what really separates us from lower animals is because of our frontal lobes, the prefrontal cortex, we have the higher reasoning abilities and we have the capabilities of applying experiences and emotions to things in a different way than, say, a dog, right? So, to me, because of the evolution of our brain and these other capabilities we have, it seems intrinsically reasonable to say that if you’re doing something that is truly altruistic, you’re going to get that extra kick of feeling good that you might not get if you’re doing it for an ulterior motive, if that makes sense.

Pete Mockaitis
Yeah, I hear you. And it’s funny, as you mentioned the $1,000 and the same parts of the brain lighting up, I think that in a way that’s surprising, but in another way if I really put myself in those shoes, it is similar. If I were to receive $1,000 I’d be like, “What?!” It’s like, “What a delight! This is crazy, and wild and surprising and wonderful.” At the same time, if you were to give that just for kicks, it also feels that way. I remember I’ve had a couple of experiences – not to toot my own horn, but we’ll just use the examples here to illustrate.
But I heard some gals chatting behind me in the line at Chipotle, and it was clear they were in college and pretty broke. And I was like, “Man, I remember those days – having $300 total and hoping that I could not spend all of it until the summer, where I could work and do some more, an internship or something.” And so, I heard them talking about being broke, college woes. And so I just decided to pay for their Chipotle.
And it was kind of a delight, in the sense of, “Hehehehehe.” It’s almost like I’m getting away with something. [laugh] And then they were very appreciative and whatever. But yeah, that feels awesome. And likewise, a couple of times I’ve paid the toll for the person behind me. I think I heard a motivational speaker suggest that once. It was like, “Let’s give that a shot.” And it was really fun, because then you look through your rearview mirror and they’re like, “What? Really? Huh? Awesome!” [laugh]

Dr. Richard Shuster
It’s so funny, and what you described, I do similar things. I will sometimes buy the grocery cart for somebody else when I’m in line, and the reaction you described is exactly right. They kind of freak out; they start looking around for hidden cameras, they wonder what the angle is. But I’m sure you saw in these college students the same thing that most people would experience when they do that – once somebody realizes that this is a genuine legit thing, their mind is so blown that you can see their entire perspective change. They go from suspiciousness to “What’s going on?” to disbelief to “Really?” to “Oh my God, this is so amazing.” And it’s that feeling of, “This is so wonderful.” And that’s why I’m really trying to help people get out there and do that, because the more we feel that, as I said, the better our lives are, the better everybody’s lives are.

Pete Mockaitis
Yeah, totally. That’s cool. In the workplace then, it’s intriguing. So in giving, you are not only just being helpful, and maybe a listening reciprocation, although I guess it’s a little bit debated whether if you fixate on that, that you may be shooting yourself in the foot, in terms of the biochemical benefits flow into you. But when you do so, you’re feeling awesome, and so that has all kinds of cool follow-on effects in terms of being able to be happy, more productive and cheerful and energetic and creative, and all that sort of stuff. I’m thinking about Shawn Achor’s Happiness Advantage stuff here. So that’s cool. Then how else do you think about giving in the realm of relationships and networks and colleagues and collaboration? What are some of your other favorite perspectives or pro tips there?

Dr. Richard Shuster
So, one of the things that’s been very helpful for me is, I remember – I’m sure the audience remembers when those bracelets came out that everybody started wearing – WWJD, I think they were called. And it was like a reminder, kind of like this string around your finger to act in a certain way. And for me the thing that I kind of asked myself, which is my ONE thing – to talk about Geoff Woods here a little bit – I try and act in a way that all of my actions in some way can help other people, even if it’s of no benefit to me directly.
So, in terms of networking, in terms of colleagues – and not just in a work setting; this can certainly apply to your spouse, to your children, to your neighbors – it’s, “What can I do?” That’s the question: “What can I do to add value to you? How can I help you?” The quickest way to put people off is just to start talking about yourself. Nobody wants to hear that. But if we’re genuinely interested… And I’m not talking just paying lip service to Dale Carnegie. These are not secrets; these are things that have been out there for a very long time.
But when we genuinely show interest in others and say, “Oh, you do this. You’re new to our department. Well, here’s the ropes” – that person’s going to be appreciative of you. And that’s the first place I’d start is, connect with people by finding out more about them and finding out how you can leverage the things that you’re intrinsically good at to help them make their jobs easier.

Pete Mockaitis
Yeah, right on. That’s good. So that’s the scoop when it comes to the helping in the workplace. I’d also love to hear some of your research-based insights. Your subtitle is awesome: “Food for the brain, knowledge from the experts, tools to win at life”. So, could you give us some of the greatest hits, in terms of tips and takeaways for how one does transform to become the best version of themselves?

Dr. Richard Shuster
I think you have to be very clear on what matters to you, and that starts with your values. If you don’t know what you stand for and you don’t know what’s important to you, then it’s really going to be difficult for you to define with any degree of certainty who you are as a person. I tell everybody the first thing to do is get extremely granular about that, and then the next thing is to once you know your values, find out what specific things fire you.
So, people hear me talk, and I’ve had people come up to me at conventions and say, “What you’re saying is great and all, but I’m in my job and it’s a good job. I’m looking for fulfillment, but I’ve got two kids and I don’t want to start my own business”, or something like that. And so what I would say to people who are thinking that, listening to us talk, Pete, is that there are a lot of different ways to find fulfillment. And that’s why knowing what you’re passionate about matters. You can keep your day job and you don’t have to, at the age of 40, quit and go back to graduate school to become a counsellor. You can volunteer at boys’ and girls’ club or something like that. So, if animals are important to you, you can dedicate some time at a shelter or foster animals, or what have you.
So, the whole point is that it’s not such a black and white thing, and just because you like something doesn’t mean that it has to be what you love to do. We talked about barbecue; we spent a significant amount of time talking about the awesomeness of smoking meat. And yet, neither you nor I are going to be quitting our jobs to open up a barbecue restaurant, right? So, there is some common sense to this, but I will say this – if for those of us who are able to find something we’re passionate about, that it’s something that we feel good about doing, ergo makes the world a better place, helps society, and that we’re able to generate income from that – that is the tops. That is absolutely the tops.

Pete Mockaitis
I dig it, I dig it. Now, could you share with us, for you in interviewing all of your different podcast guests, are there a couple of those guests who have really made a lasting impact on how you think and operate in your daily work and life?

Dr. Richard Shuster
One for sure was Sean Swarner, who was episode 31 on my show. And Sean, for those of you who aren’t familiar with him, was voted as one of the eight most inspirational people alive. I think he won the ESPN award for courage as well. And Sean’s story was so powerful, because basically he did at two different points in his life contract two extraordinarily rare cancers. I don’t remember the number he gave on the show of the odds of getting both of these different types of terminal cancers, but the odds were like winning the lottery, a gazillion times. It was a ridiculous, an impossible number.
And yet, despite having these two fatal diseases, he overcame that. And not only did he overcome that – and one of the cancers cost him a lung – he then on to climb Mount Everest with one lung, and continued to scale Mount Kilimanjaro. He’s climbed all of the top mountains in the world, and he plants a flag for people with cancer. And hearing his story was so incredibly powerful, and it’s one of those things where if you hear it and you think about any obstacle in your life, no matter what it is – how could you not believe that you can overcome it after hearing a story like that? So I think that’s probably the most powerful episode that I’ve ever heard.
I had another episode that I recently recorded. I’m not sure if it will air before this does, but with John O’Leary, who had a similar story, where he miraculously overcame medical odds, which were like 99% chance that he was going to die as well. And shared his story about how he inspires others.
Others that have really resonated with me – episode 48, David Osborn, the New York Times bestselling author of Wealth Can’t Wait was on my program. And what was so powerful about David, and for those of you who know and meet him, he’s the most down-to-earth guy in the world. And he’s got a net worth of well over $100 million that he created himself. And his whole mission in life is to give it all away. So, what an awesome reminder for those of us driving for success about what it’s really all about. Those are a couple. There are others, but those are two top of mind that are really special episodes for me.

Pete Mockaitis
Awesome, thank you. And finally, you have started a non-profit recently and you’re doing some helping through that vehicle. What’s the scoop here?

Dr. Richard Shuster
So, I talk about miracles in my life, and surviving my accident was the first. My son being born was the second. And before I turn people off and you think I’m rambling off a Hallmark card, my son who is now five and a half years old, and perfect and wonderful, nearly died in utero. And the miracle that I spoke of was that at 31 weeks into my wife’s pregnancy, she collapses at work and has to go to the hospital right away, of course, and we’re fearing the worst, thinking something’s horribly wrong with the baby.
And the doctor who comes out gives the “good news and bad news” speech, which I think is actually worse than just getting bad news. You just kind of want to know what it is. And so, the good news was that the reason why my wife was in debilitating pain was because my little guy was kicking her sciatic nerve, which is extraordinarily painful, and yet not really dangerous to the child, and certainly wasn’t dangerous to my wife.
So, in a way he was letting the world know that we need to get my wife into a hospital, because what the doctor told us was that she had a very insidiously slow leak of her amniotic fluid – so slow that it was imperceptible. And yet, had we not come in when we came in, my son would have suffocated to death in her womb 12 hours later. That’s what they told us. So, we’re freaking out.
And I’ll very much abridge the story for you, but my wife was on bed rest for the rest of the pregnancy, cooking until 37 weeks, but when he was born because of the lack of fluid, he had fluid to live but not fluid to move, and so he was born with a tremendous amount of developmental difficulties, yet he was smart.
And so, as he got a little bit older and we tried to get him some help, his high cognitive scores really brought up his overall scoring and we couldn’t get him all of the help that he needed for some of these other delayed areas. And we struggled. So, where we had been reasonably financially responsible up until that time, we did what any parent would do – we got our kid the help any way we could, which was we put stuff on credit cards, and financially nearly – this was in 2012-2013 – almost destroyed ourselves at the time. But I would do it, of course, as would any parent, over and over again to save my kid, help my kid.
And so, he struggled so mightily, but because we got him the help, because his teacher was so amazing and his preschool was so amazing, now as I said, I have a very happy ending. I have a very wonderful kid who can do everything that any other child can do. And what I really wanted to be able to create was this entity that helps those kids like my son that just need a little bit of a push to reach their true potential.
There are a lot of organizations in place, and God bless them and I wish we had more that are going to help those kids with severe issues. And the schools are federally mandated as well for those children that meet a certain criteria, that are beyond a certain threshold clinically or academically, in terms of impairment, that they have to give them some degree of assistance.
But the vast majority of kids with problems are not the ones that are acting out behaviorally. They’re silent, and they sit in their classroom and they wonder why their classmates are so much better at the things that they can’t do. And they are the ones who are at increased risk for things like depression and low self-esteem. And there’s nobody in this space, Pete.
Our charity’s called Every Kid Rocks, and so what we are as a … we collect money, and schools apply to be a part of our organization. Participating schools are trained by us, and they are taught how to identify these children that might need just a little push, a little bit of speech, physical or occupational therapy, so that they may reach their true potential.
It’s the most exciting thing that I’ve ever been a part of. I feel really honored and grateful that so many people have come out in support of it, and we’re just actually getting ready to launch. I don’t know when this is going to air, but we finally received our 501(c)(3) status from the IRS in July, and so now we’re just putting the final back end infrastructure in place, technology in particular. And we are going to be turning the lights on in October, so we’re very excited. And our goal is to help 10,000 children a year in this country.

Pete Mockaitis
That’s awesome, thank you.

Dr. Richard Shuster
Thank you.

Pete Mockaitis
Cool. So now, can you share with us a favorite quote, something you find inspiring?

Dr. Richard Shuster
So, I don’t know if there’s a favorite quote I have per se. I would say the Jim Rohn quote is one that always resonates strongly with me, and it’s, “You’re the average of the five people that you hang around with.” And I know that’s been overused in this space, but I want to qualify as to why, in that one of the things that we’ve discovered in recent years are these little guys up in our brains called “mirror neurons”.
And so, a number of months ago – it was actually during the last football season – NBC.com asked me to collaborate with them on what happens to our brain when we watch football. And the example there was, if you think about this scenario – why would a total stranger go up and hug another total stranger, high-five another total stranger? It’s just not something that we often do. And it’s because we have these things in our brains that are all throughout our brain, called mirror neurons. And what mirror neurons do is they wire us essentially to connect with people who evidence similar emotions or characteristics to things that we find intrinsically reasonable or valuable.
So, Dale Carnegie, Napoleon Hill, Jim Rohn – all of these guys have been talking about this forever. And the “birds of a feather” – it’s another spin on the same thing. But the science behind the mirror neurons is our brains adapt to become more like people that we associate with. So, if you want to be really happy and successful, there’s a reason why being around really happy and successful people push you into that space as well. And the mirror neurons are the hardwired science behind that. So I guess I backed into that response, but I’m going to own that, Pete, and say that’s my favorite quote.

Pete Mockaitis
Alright. And how about a favorite tool?

Dr. Richard Shuster
Oh God. My big green egg. No, I’m just kidding. The things that I use the most are Slack, Trello, and Upwork.com, which isn’t a tool but it’s a place. Basically my position is, any way that I can leverage technology or resources to automate processes within my organizations, or take time off my hands, which allows me to spend more time and be more present with my wife and children, is important to me.

Pete Mockaitis
Alright. And how about a favorite habit?

Dr. Richard Shuster
Favorite habit is getting up at 5:00 a.m. every day and starting the day by writing three things that I’m really grateful for, every day.

Pete Mockaitis
And is there a particular nugget you share that really seems to connect and resonate with listeners and folks that you’re engaging with?

Dr. Richard Shuster
What I tell everybody is, do something for someone else, even if it’s of no benefit to you. Do something nice for somebody else. And when you do that, your days are going to feel better. And if you can start stringing days together, weeks together, months together – you’re going to feel good every day.

Pete Mockaitis
And do you have a final challenge or call to action for folks seeking to be awesome at their jobs?

Dr. Richard Shuster
I think I just did it.

Pete Mockaitis
It sounds like it.

Dr. Richard Shuster
I think I just did, yeah. I would encourage you, and this can be an act of kindness within your workplace, this can be an act of kindness within your community, this can be an act of kindness with your significant other. Do something unexpected, do something nice. And I’ll go even a step further – that if there is somebody who you have historically butted heads with in your organization, I challenge you especially to start doing nice things for them, and watch what happens.

Pete Mockaitis
Cool. And if folks want to learn more or get in touch, where would you point them?

Dr. Richard Shuster
So, I would point everybody to TheDailyHelping.com, and that’s the mothership of everything related to the show. And you can check out all the latest episodes of the podcast and happenings right there.

Dr. Richard Shuster
And we have something called Personal Helping and I’d like to offer that to your audience, if you’re okay with that.

Pete Mockaitis
Oh, sure, thank you. And what’s Personal Helping and how does that work?

Dr. Richard Shuster
So Personal Helping is our coaching system that I developed with a number of behavior science experts. So, there’s a little bit of neuroscience, there’s some research into strengths. And essentially, Personal Helping is going to help you do some of those things that I talked about earlier – really find out what your core values and beliefs are, what are the things that power you, how to implement some of those things into your life. And using the neuroscience of habit formation, we help you build out a schedule and a routine to where those things become a part of what you do every day, which overall makes you happier, perform better, and more on top of your game. And so, if you’re interested, we give away 10 coaching sessions a month through the platform. Go to TheDailyHelping.com/Contest and sign up, and hope that you win.

Pete Mockaitis
Cool, thanks. Well, Dr. Richard, this has been a blast. Thanks so much for taking this time and doing all you do with the helping!

Dr. Richard Shuster
It’s been great being here, Pete. Thanks so much.

Pete Mockaitis
Kimberly, thanks so much for joining us here on the How to Be Awesome At Your Job podcast.

Kimberly White
Thank you Pete. I am so glad to be with you.

Pete Mockaitis
Well I think this is going to be a fascinating conversation on all sorts of levels. But first and foremost, I want to hear about your synesthesia. My wife also has it. Tell me how that works for you.

Kimberly White
For me it means that numbers and letters of the alphabet have colors in my mind. It’s consistent over time. But I also have concepts, so like days of the week and places that I’m familiar with and certain holidays appear in my mind in color and also located in space around me that they always appear whenever I think about the concept or the letter or the number. It’s kind of fun. It’s kind of interesting.

The only thing about it that’s proven to be a drawback in my life is that somehow I don’t know how these things develop, but I must have been young when I learned about east and west because the color I have in my head for west is the same color I have in my head for right, as in the right side of my body.

When I’m trying to get directions and people talking about east and west, I always confuse them because the color for west is the same as the color for right, when of course, when you’re reading a map that should be on the left. But I’ve learned that if I’m getting east and west directions, I have to stop and write it down because my brain is going to confuse that. There you go.

Pete Mockaitis
That is fascinating. With my wife, numbers seem to have a color and a gender to them.

Kimberly White
I’ve heard of that.

Pete Mockaitis
As a result, they’re so much more meaningful to her and she’s able to memorize numbers rapidly, whereas I rely on this old school technique of turning each of the numbers into a letter, turn those letters into a word, link those words. I’m thinking hard for like five minutes to memorize a sequence and she just has it in less than one minute.

Kimberly White
Yeah, because it brings in more of the brain. Yeah, mine has not really proven to be helpful, just interesting.

Pete Mockaitis
What’s also interesting to me is you recently made a move to central Illinois, right?

Kimberly White
Yes.

Pete Mockaitis
It’s Pawnee, Illinois, not to be confused with Pawnee, Indiana, the fictitious home of Leslie Knope in Parks and Rec.

Kimberly White
No and that’s what everybody asks me. All I can say is a) I wish and b) my Pawnee is much, much smaller.

Now, what’s crazy is we moved here from Manhattan.

Pete Mockaitis
That is crazy.

Kimberly White
We actually lived in Harlem. It was the biggest city. It’s all very cosmopolitan. And everybody’s a doctor or an artist or an opera singer. Everybody has tiny, little tiny places to live, but sort of big jobs and big dreams. We moved out here to farm country and it’s like being in a different country, but it’s great. It’s a great different country. We’ve been very, very happy here.

Pete Mockaitis
That’s cool. The motivation for the move was just to have just less distraction and to be able to do more writing?

Kimberly White
Partially that and the money.

Pete Mockaitis
Oh yeah.

Kimberly White
I love New York, but it is so expensive to live there. Rents just go up and up and up. We just we got priced out.

Pete Mockaitis
I think beyond just the sheer income versus outgo, it would just irritate me. Writing checks that large ore paying this much for a drink or for milk or whatever you’re buying, like, “This is ridiculous,” grumble, grumble.

Kimberly White
It’s really true. I would be happy – if I saw a gallon of milk for five dollars, I’d say, “Hurray, it’s only five dollars.” This was two years ago. I’m sure milk is seven dollars now. It really did wear on you after a while, but there were lots of great things about the city too. Wonderful people.

New Yorkers get a really bad rap. It’s mostly deserved, but there are really, really good things about New Yorkers. They’re very loyal.

I’m always telling people who wanted to go visit, they always want advice from somebody who’s lived there, I tell them, “Do not be afraid to ask somebody on the street for directions. New Yorkers are really friendly that way. But don’t stop in the middle of the street and block them from walking. Then they’ll be really mad.”

Pete Mockaitis
Oh right, walking too slow. That’s the cardinal sin.

Kimberly White
Don’t walk too slow. Don’t do that. Just don’t. Don’t do it. Don’t stop at the top of the subway stairs. Don’t do that.

Pete Mockaitis
Oh boy. Well, that’s a lot of fun. That’s the backdrop.

Kimberly White
There we are.

Pete Mockaitis
Then I’m going to get some more backdrop. You have a good bit of experience collaborating with the Arbinger Institute. Can you orient those who are not yet familiar? What’s this organization all about?

Kimberly White
The Arbinger Institute is a management consulting company. They’re a philosophy. They’re management consulting approach is based on the work of a philosopher named Terry Warner, who founded the company decades ago before I was involved with them.

Their approach is to teach leaders and managers how to see the people that they’re responsible for, and the people that they work with, and the people that report to them as real people not just as sort of cogs in the corporate machine.

They have found over the years that you can do a lot to improve productivity and avoid infighting and the sort of battles that develop between different departments and so on just by taking this approach.
I worked with them in college. They have a very popular book called Leadership and Self-Deception that was written about that time. I was involved. I didn’t write the book but I looked at the first draft, edited it. I was involved with the first couple of drafts of that book. It’s still worth reading today. Your listeners should check it out.

Pete Mockaitis
Oh absolutely. It is worth reading. I heard several guests cite this as one of their top, top books. It’s like; I’ve got to check this thing out. I actually listened to the audio version. I still hear that guy’s voice in my head sometimes, like, “You’re in the box. … going to get out of the box.”

Kimberly White
Yeah.

Pete Mockaitis
It’s really powerful stuff. I was intrigued just because it’s one of the few books that I know of that doesn’t have an author listed as the person, but it’s like the entire organization.

I always try to figure out this is a great book. Who should I get to talk about it on the show? Well, it’s like I don’t know because there’s not an author I can snag. You’re sort of like behind the veil of mystery as an editor.

Kimberly White
Yes.

Pete Mockaitis
That’s something special.

Kimberly White
I know. Yes. It’s very interesting. They did that on purpose. They were very considered about that. They have a few other books out now. Usually they are primarily written by one person in the company, but they all sort of collaborate together and work on it together.

They made the decision – and this is a very Arbinger thing to do. They made the decision to have all of their books be authored by the Institute and not by the individuals so that the credit for the ideas would be shared. There wouldn’t be one person, for example, who’s doing all the podcasts. That was their point.

You’ll notice in my book that I’ve written we had the same sort of issue. It’s primarily a profile of one company and they didn’t want their name to be primary. They wanted the stories and the insights to be sort of more universal. More important, they didn’t want to feel uncomfortable offering the book to their competitors and other people in the same industry. They just wanted the ideas to stand for themselves.

That’s why there’s this veil of mystery, as you call it, is to keep it even and to keep the focus on the ideas and the work and to make it as accessible for any one person as for anybody else.

Pete Mockaitis
That’s cool and that’s interesting. It just really feels like it’s really based upon true values. I think it just makes it, well, I guess from a marketing perspective, all the more intriguing. It’s like I’ve got to see what this is about.

Kimberly White
You can tell that they’re really living what they preach. They have the kind of collaborative relationship that they teach other people how to have.

Pete Mockaitis
That’s good. You’re telling me that the name of the organization is not the real name of the organization?

Kimberly White
It is not. That just stands for Healthcare Group.

Pete Mockaitis
Okay. Got it. The mystery continues. Cool.

Kimberly White
Yeah, such a mystery.

Pete Mockaitis
Okay, that’s sort of the backstory. Then can you orient us a little bit. We talked about the main principle or concept is people as people. Can you give us a little bit more background on just sort of the conceptual piece and then I want to hear how it came alive for HG. I said the box a couple of times, could you maybe unpack just a couple of those foundational concepts?

Kimberly White
Yeah, let’s clarify all of those. Especially because the subtitle of my book is How Seeing People as People Changes Everything. The question I get all the time is how else am I going to see them. Obviously they’re people. It does bear talking about.

The point isn’t that Arbinger or I, anybody thinks that anyone really doesn’t know that people are people and thinks of them as subhuman or anything like that. That’s not what we’re talking about.

But the point is this, when I am focused and kind of obsessed with my own interests and my goals and the things I’m trying to accomplish and my fears and my dreams, when that’s the only thing that I’m caring about and thinking about, then the people around me only enter my thoughts in so far as they have an impact on the things I’m trying to accomplish. I don’t think about them beyond that.

If I’m trying to get a promotion at work, then my coworkers, I only even see them as far as they impact that. She might be a competitor, someone else who’s trying to get that promotion. That’s all I see. This is a person I’m competing with. How do I drag her down? How do I make myself look good in comparison to her?

He might not be in the running for the promotion. He kind of likes me and maybe he’ll say something good about me to the higher ups, so I only see him in so far as I can use him for that purpose. Now, the reason we say that seeing people like that is like seeing them as objects is because it reduces them to functional.

Pete Mockaitis
Only if you’re there.

Kimberly White
Yeah. Objects, they come from the factory. They’re supposed to perform something. If I’ve got a pen, it came from the factory. It only exists for me to be able to write with it. If I can write with it, then I’m happy with it. If my friend at work will praise me to the higher ups, then I’m happy with him. I don’t think any further about it.

If my pen is broken, then I’m mad and I’m frustrated and maybe I’ll throw it away. I might lick it, shake it, whatever, because it’s just an object. What I don’t do with a pen is think “I wonder what happened to make the pen feel bad. I wonder if I can talk it into providing-“ no, because it’s not a person. It doesn’t have feelings. It doesn’t have thoughts. It’s just an object.

But I find myself treating other people that way too because-

Pete Mockaitis
You lick them. You shake them.

Kimberly White
Yeah, you lick them, you shake them, try to get them to do it and see how – and if they don’t do what I want, then I’m just mad and I get rid of them.

But the person who’s a competitor for the promotion for me in the office, that is not why she exists. She doesn’t exist to compete with me. She has her own life. She grew up somewhere. She has perspective. She has a culture she came from. She had hurts when she was young and triumphs and all of these things have made her the person she is. She has her own goals and her own reasons.

There are just thousands of things inside her mind and in her life having her act the way she does and bringing her to this point. But when I’m only thinking about myself, I don’t see any of that in her. All I see is “I want a promotion, she might get in my way,” just like she was a pen that wasn’t producing ink.

When we see people as objects like that, the problem is obviously, that’s not fair to her. She doesn’t exist for me. He doesn’t exist for me. It’s not fair to people. They don’t like that feeling of being seen like an object, but it’s also false. When I see somebody, just a thin sliver of what they’re … me and that’s all I care about, then I’m missing a lot.

She might have a very good reason for wanting this promotion. She might … fit for the promotion than I am or maybe not, but I don’t know. As long as all I can see is that she’s a competitor, like an object competitor, I can’t see anything else and there are bound to be important things that I’m missing.

That’s why in the Arbinger materials, you’ll find them talking about being in the box because when we see other people as though they were just objects, our perspective is so limited that it’s like being locked in a box where we can only see a few things. I can only see the stuff that matters to my goals. I can’t see anything else. It’s a way of being blinkered.

In my book I talk about it as being kind of blind because we miss so many important and crucial things and it leaves us unable to solve problems and build relationships when we’re seeing others in that shallow object-like way.

Pete Mockaitis
When you talk about being blinkered and blind, what this is reminding me of is some study that I think it looked at brain scans associated with people who are looking at pornography.

What was sort of troubling there is that sort of the same parts of the brain associated with using an object or tool like a hammer or a saw or something were being activated and lit up sort of in that context when they were looking at images of people, which is really spooky that there’s some sort of physical or biochemical stuff happening just inside of us that’s there.

Blindness really does seem like an apt terminology because it’s kind of like a physical dysfunction or disability.

Kimberly White
Yes, there’s just so much we miss. Nobody has ever studied the Arbinger term specifically, but they have done studies and they’ve shown similar things when you’re part of an in group and there’s an out group that you have a conflict with, like racial groups or gang members from different affiliations that you find, again, the same thing.

You find different regions of the brain activated for the people that you’re seeing as objects and as enemies than for the ones that are part of your in group and that you care about.

Like I said, this specifically hasn’t been studied, but I wouldn’t be surprised if it would show up in a brain scan because we do, we get so blinded and so blinkered when we are self-absorbed and not seeing the people around us as people.

Pete Mockaitis
I’m right with you there that it doesn’t sound like a pleasant way to live and experience collaboration and interaction with people. But if that were enough for the hardcore achievers, what are some of the results or performance impacts associated with making this mental shift?

Kimberly White
Oh gosh, it’s so crazy because I think it’s easy to hear something like this and think, “Hm, yeah, but having to get to know people, that takes time and I’ve got to earn money and I’ve got a deadline,” as though seeing people as people is going to take more time and it yields uncertain benefits.

But it is absolutely the opposite. I have seen so many cases where seeing people as objects has led to all kinds of conflict and wasted time. In my book, it’s primarily focused on the healthcare industry.

One thing that’s very, very common in health care environments is the management – it being responsible management – will sort of look at their budget and all the things that are going in and out and notice that they spent a lot on supplies, gloves and adult briefs, and wipes and things like that and will say, “Hey, I think we’re using too many. Let’s try to restrict this a little bit and try to save money on our supplies.”

The problem is that the nurses and the nursing assistants who have to deal with the patients face-to-face, one-on-one, that’s a horrifying idea to them because what are they going to do if somebody needs  a change or they need their wound looked at or they need to be rolled over and the nurse has run out of gloves. You can’t even touch a patient without gloves. There’s so many things they wouldn’t be able to do.

The nurses become panicked and the first thing they do – and this is so common – they’ll sort of sneak the supplies out of the closet and go hide them around the patient rooms. They’ll hide them in places so that each individual nurse knows that she has enough supplies for her patients. But they all do this because they’ve all been told we’re cutting back on supplies.

Then management comes and they look at it and they go, “Wait, we’re still overusing our supplies,” and they yell at the nurses and they give them lectures. They have a big in service meeting to talk about how important it is. The nurses go, “Oh my gosh,” and they hide more stuff because they’re afraid of losing their supplies and not being able to care for their patients.

This happens so frequently and things like this happen in every business as departments feud for resources and as reports try to sneak things from their boss if they feel like budgets are being constrained.

This problem only arises because the management isn’t trusting the nurses to be responsible with the supplies and the nurses aren’t trusting the management to purchase the amount of supplies they truly need, so they’re back and forth and everybody is upset and angry.

You end up spending a lot of time, and meetings, and a lot of emotional energy trying to solve this supply problem that should be going toward your actual product, which is taking care of the patients, taking care of their rooms.

When you get leaders who are willing to back out of that conflict and say, “We’re on the same side here. Let’s work together to talk about things where we can save money. How many supplies do you realistically need? I’ll make sure you have them,” then you don’t have those problems. That hording issue completely disappears when the people trust each other.

Now, no nurse, no janitor, nobody who’s on the housekeeping staff, none of these people are going to trust leadership that doesn’t value them. If I know that my boss basically just sees me as an object, I am not going to trust him. I’m not going to trust her. I’m going to feel like those nurses and I’m going to feel like I need to hoard my resources and hoard my stuff.

When you can really see people as people as a leader, you get so much more productivity, so much more cooperation, so much more openness from the people that you’re working with because people can tell that the difference. They know. They know when you’re seeing them as an object. They know when you don’t matter to them.

You can save all kinds of energy and money, frankly, because you don’t need to spend that much on supplies if everybody is being honest about where they’re going.

Pete Mockaitis
Absolutely. You talked about resources in different environments. I’m aware of an employee who it’s kind of challenging to type all day at a laptop, so this person wants to use speech software.

They have speech software, but the laptop is underpowered in terms of RAM or hard drive space or whatever is necessary to run the thing and making the request to get the computer you need to do the work is just nightmarish in terms of the policies and the standards.

Kimberly White
Right.

Pete Mockaitis
You can have me operating at sort of half-power, which is going to amount to 30 – 40 – 50 K a year of lost productivity.

Kimberly White
Of loss, exactly.

Pete Mockaitis
Or you can pay 500 bucks to get me a RAM and a hard drive update and I’ll be a happy camper.

Kimberly White
Right. I’ll be happy. I’ll be pleased. I’ll get my work done instead of gripping about my computer. I think so many, especially business leaders and managers, underestimate how much time is lost in complaining and in gripping and in just sort of being unhappy.

Here’s a little experiment for you. If you think about somebody that you don’t like, somebody that’s irritating and drives you crazy. Just think about how much time you’ve spent in your life just basically sitting and thinking how annoying that person is or complaining to somebody else about how annoying they are. Calling your mom, “Oh, did I tell you what so and so did today.”

We actually spend a lot of time on that and not nearly as much when we trust and value people. That doesn’t take away from our work. We don’t devote the same kind of energy to it. We tend to devote that kind of energy into working together.

I was in a building – this is in my book too – where I met two nurses. They’re both male. They were just so happy in their job. They were so happy where they worked. They were so happy with the way they were treated by management and they created this entire environment where all of the employees were supportive and helpful.

One of these guys actually had a second job in another facility that actually paid him more per hour, but he wouldn’t give up this job because it was so pleasant. He enjoyed it so much. Talk about productivity increase, talk about engagement, talk about motivation.

We spend so much time and energy trying to get employees to feel engaged, to be motivated, to be committed, to reduce turnover, all of these things. People will stay where they’re happy, where they feel valued, and where they know their feelings and their hopes, and their dreams, and their perspective matter, especially when they feel like they matter to the management.

Pete Mockaitis
That’s powerful. I’m thinking of another instance in which an employee shared all sorts of input on sort of the process and the use of contractors and how they could do a better job executing a certain area of work.

Then one or two days later, they started up doing the exact same old process with the exact same problematic contractors, threw this person into a meeting and is absorbing this with not a word of acknowledgement about the exchange.

Like, “Hey, I know what you said about the contractors and we’re really working on that, but it’s … right now, so we’re going to have to go with who we’ve got because we can’t get someone else quick enough,” just 20 seconds.

Kimberly White
That’s all it would take.

Pete Mockaitis
Like, “Hey, I heard you.”

Kimberly White
Right. But here’s the thing and here’s why the Arbinger approach and the stuff I talk about in my book I think are so important, it’s because that kind of thing, just being willing to take the time to explain what’s going on kind of arises naturally when you really see the people around you as people.

When you care about your coworkers, when you care about their feelings, you would always make those clarifications. You would never just ignore them. That’s how we treat the people that we care about. That’s how we treat our friends.

It’s in this environment where we just see our coworkers as objects, as other cogs in the machine that you end up kind of either feeling awkward about it or not knowing how to bring it up, all these sort of things that people end up doing that stops them from saying what they really should say. Those sorts of things arise in an environment where we see people as objects.

When we care about people, when we know them – this is one of the things that this company HG in the shift did so well – is they trained their leaders not in some process that made employees feel valued, not in some procedure that would make people think that they mattered, but they would literally tell them.

When a manager went into a new building for the …, he or she was instructed for the first 30 days or thereabouts they weren’t allowed to do anything except get to know the staff and the people. They weren’t allowed to change processes. They weren’t allowed to make new plans. They weren’t allowed to change their suppliers. They just spent all of their time getting to know people.

Pete Mockaitis
It’s so funny. I’m imagining myself as that manager, like, “What an awesome month. This is just going to be fun.”

Kimberly White
Right?

Pete Mockaitis
“I can just get to know people. I cannot stress about lots of stuff.” It’s almost like having an extended vacation, hanging out with cool people.

Kimberly White
Right. Although, I’ll tell you. They continually had a problem that these managers couldn’t stand not to be solving problems because they’re managers. They wanted to go in and fix problems, so they had to make it so that they’d have to report on who they met that day and report on what they learned about people.

They’d also have to report on problems that they saw but didn’t fix because otherwise they’d go around fixing problems, which is I think just sort of a manager thing. But they would do this. They would legitimately do this.

Thirty days later – I mean just imagine. If you worked for a bad company – a lot of the time there would be these bad healthcare facilities that were losing money and they failed health inspections and they were not pleasant places to be in.

Then HG would come in, buy the facility, bring in a new manager and turn them around. That’s how they grow. That’s how they earn their money.

Now if somebody comes in, which is typical in the industry and in most industries, if a new boss comes in and just says, “You’re doing this wrong and that wrong, and this process is bad, and this person is bad. I’m going to fire a bunch of people, bring in all my own guys, tell you guys that you’re all doing it wrong.” The employees that stay just feel so insulted by that.

You might as well come in and say, “Everything you’re doing is wrong. You’re stupid,” because that’s how it feels. We got a new boss and he hates everything I’m doing. He thinks everything I’m doing is wrong. He’s firing my friends. It’s really demoralizing. It’s really, really difficult. It’s hard enough to get a new boss even if he’s great.

They would send these people in and they would spend 30 days just getting to know people. At the end of 30 days, you’ve got a staff that isn’t thinking, “He thinks I’m dumb. He hates me. He’s got all these new processes. We tried that last year. We already know it didn’t work.” They don’t disdain him. They are fond of him.

They know that he knows them. He can greet them by name because he spent all month getting to know people. He knows who has kids. He knows who works a second job. He knows who’s going back to school to get a nursing degree.

When you’re in an environment like that where people know each other and you know the boss cares about your job. When I say everybody, I mean everybody: the kitchen, the housekeeping staff, everybody. If you wash dishes in one of these facilities, the boss knows you.

Thirty days later, the boss would say – and this is the second important piece to the HG approach – the boss would gather all of his department heads and the leaders of the facility and ask them what they thought they needed to work on in the building.

Pete Mockaitis
Right.

Kimberly White
Now, instead of this new guy coming in and telling them all of the things they’re doing wrong and giving them a new process, he’s saying, “What do you think we can do better?” You know what? They always know. The people who are in this building, they know why it’s not making money. They know why it’s failed the health inspection.

They can feel perfectly free just to say, “I think our billing is inefficient. I think this process is too slow,” because they don’t have to feel defensive about it because nobody is attacking them.

I couldn’t find anybody who said there was a big problem that the leader had identified that the staff didn’t identify. They always get it.

Then the leader too. Now he’s a guy or she’s a girl who not only knows everybody on her staff, top to bottom, but also she has proven to herself that they know what they’re doing, that they know what the problems are, that they’re smart about identifying problems and solutions.

When she goes forward as a boss over the next years, she’s doing it with people that she trusts, that she values, that she knows, and people that she knows she can count on.

That kind of a work environment, where the boss isn’t pretending, doesn’t have an initiative, doesn’t have a binder that he’s looking at to try to make you feel good, but where the boss genuinely values you and can go into the kitchen and speak to the dishwasher by name and tell him he’s doing a great job.

The amount of dedication and hard work that these people put into their buildings is incredible. They work longer hours. They do more. They go out of their way. They do things that aren’t in their job description. They cover for each other when they’re on vacation.

I saw business behavior I would not have believed and I saw it all the time because people want to be friendly, people want to be helpful when they feel safe, when they feel like they matter, and when they know that they’re a real person to everyone around them. Then they treat each other that way. It kind of spreads.

That it’s not just – you bring in one boss who’s willing to make that 30-day effort to get to know people and treat them like they’re intelligent and like their input is good input, then everybody else becomes more willing to treat their coworkers that way.

Pete Mockaitis
Well, that’s a beautiful picture that you’re painting. It’s inspiring. It’s a beautiful thing. This just sparks so many things.

When we talk about sort of efficiency, many things came up. One, people are going to work at a lower wage when they’re just feeling great about the environment around them. Two, you’re coming up with all of these solutions and I’m thinking about my management consulting days. One month of a manager’s compensation is less than one month of Bain & Company fees.

Kimberly White
Right.

Pete Mockaitis
To come up with a bunch of solutions.

Kimberly White
Right.

Pete Mockaitis
In a way it’s massively efficient if it’s like we’re looking for leveraged approaches to getting solutions, we can hire the consultants or we can hire a manger who does nothing but get to know people for a month. It sounds like odds are strong you may come away with a bigger ROI on that month there than you would with a consultant or other solution finding approach.

Kimberly White
Yeah, HG is convinced that their financial success is largely due to this willingness to invest initially.

Like I said, so many people want to come in, snap their fingers, make a bunch of changes in the first 30 days, first 100 days.

In fact, I met a woman who had worked for a different company doing exactly that, going into facilities. She had 100 days to turn them around and make them profitable. She was a powerhouse. She was so fierce. She did that and made a ton of money. But she heard about HG and their way of doing things and got hired with them. When I … that she doesn’t make as much money … fixer.

But the reason she made the switch because she would go to these big meetings with the executives at the previous company and she had made them millions of dollars. She is so good. She had made them tons of money. Not one of them knew her name, not one of them. Over at HG, they all did. Even the executives made sure to get to know people and meet them. It’s a top down all the way thing.

There you go. She was making tons of money, more money than they could afford to pay her at this other … company. She left and they got her skills because she would rather be in an environment where she was valued.

Pete Mockaitis
That’s powerful. What you’re painting really does sound like a paradise, but you’ve got a chapter called The Paradise Delusion, so what’s the other side of this coin?

Kimberly White
Yup, yup. Oh my goodness, so yeah, we’re talking here about all of the good stuff and it behooves me to say none of this means that they didn’t have problems at HG. They still had turnover. You just always are going to have turnover in healthcare. They would still have government restrictions coming.

They dealt with things. None of this means that you’re not going to have problems, but you’re never going to have different departments needing or wanting different things. It just means that when those things happen, when you have people who really value each other, they can work it out in a way you can’t if everybody’s just an object to each other. You beat heads.

But as paradise delusion is concerned, the thing is very often when we are seeing people around us as objects and we’re unhappy and I would suggest that if we’re seeing the people around us as objects, we’re invariably going to be unhappy because objects are so stifling.

I found in my personal life as I went into HG and … these people and saw these friendly, familial work environments where people cared about each other and so on, it made me feel so much worse about my home life, which was very unhappy at the time.

I began to think, “Oh, I wish my husband would be like this person at this facility. I wish that my kids were as well-behaved as these people at this facility. I wish that my neighbors and coworkers were as … as these people.”

I called it a paradise delusion because I became convinced that what I needed to become happy in my life was to be surrounded by people who were going to be kind to …. I think that’s not at all uncommon when we’re unhappy, to feel like what I need is different people, different, nicer people who are going to value me again.

The reason that’s a delusion is because for one thing it’s never, ever, ever, ever going to happen, that there’s anybody on earth who’s completely surrounded by people who are always nice to him or her all of the time. Can’t be done. We are human beings. Nobody is nice all of the time. No group of people are all going to be nice all at the same time. It’s just never going to happen.

The second thing is when I think that paradise means everyone is going to be kind to me; I’m only thinking about myself. I’m thinking about what I want. I’m thinking about how I wish my husband would treat me, but in all of that – and maybe he is doing things that are unkind – but in thinking that way, I’m not sparing any mental energy to wonder what my husband wants.

What does he want from a spouse? What would he like for me to be doing? Does he want a nicer spouse? See that never crossed my mind. All I was thinking about is how I want other people around me to be different. I never thought about how they might want me to be different.

Pete Mockaitis
That’s great. Thank you. Well, so let’s get zoomed in shall we in terms of an individual professional in the heat of battle, if you will, in their workplace. What are some of the real keys to making the shift?

Kimberly White
Okay, first of all you have to be present with people. You have to be around them, especially if you’re a leader. You can’t get to know people if they’re always in their offices and you’re always in your office. You have to get to know people and take effort.

Usually that will mean asking questions. Where did you go to school? How do you like your job? What are you interested in? What do you do for your spare time? You can ask questions of people and get to know them.

There’s no way a person can be a real person for you if you don’t know anything about them. You have to start there. You have to start with finding out about them so that you know what’s relevant and what bothers them in their life.

At HG, you’ll see this in the book, they train their leaders to ask people

Kimberly White
“What makes your job hard for you?” because it validates them in the fact that there are things that are going to be hard, but then as a leader you know what the difficulties are. Instead of sitting back frustrated that people aren’t getting things in on time, you can just find out why is it hard to get things in on time. Then you know. Very often you can do something about it.

This works in personal life too. Why do you always forget to bring the milk home? Instead of just being mad and yelling at the person who isn’t doing what they’re asked, “Why is that hard?” You might find out there’s something you can do about it. You might find out there’s something you didn’t know that was going on in the background.

Asking questions is absolutely the first step. You get to know people and particularly find out if there’s something that’s irritating to you or something that’s a problem from your perspective, find out from them why it’s difficult. It’s a very, very humbling thing to do.

The second thing is to pay attention. You can’t fake caring about somebody. You can’t fake that they’re valuable to you. You can try and people see through it. It’s a waste of time, so don’t bother.

Ask the questions and pay attention. Watch people. Is this a cheerful person? Is this a grumpy person? See what’s going on. Then if there’s a change, you’ll notice it. If there’s a change, you’ll see it.

None of us want to be that person who … ten years later they suddenly woke up one day and said, “Oh my goodness, I never noticed how much he changed. I never noticed how much she had changed.” We need to pay attention as we go and notice the changes as they happen.

The third thing I would say is to always be willing to consider whether I am the problem because I don’t know what the problem is, you see. It’s quite possible that it’s me.

Talking about the paradise delusion with our coworkers or spouses or neighbors, we can be very irritated by something that they’re doing and wish that they would change and wish that they would be better, but we can never solve these problems and improve these relationships until we’re willing to recognize what we are doing that’s irritating to them.

When I am willing and able to say, “What am I doing that’s a problem for you?” that opens up the possibility of truly being able to fix these relationships that can’t be fixed as long as the only problem I’m willing to recognize is the one that they’re causing me.

Pete Mockaitis
Excellent. Well, there’s just a lot of profundity here to sit with. I think I’ll be listening to this episode multiple times and I recommend listeners do the same.

Kimberly White
Thank you.

Pete Mockaitis
There’s a few more pieces I want to get if you have some time.

Kimberly White
Absolutely.

Pete Mockaitis
You say it’s possible that our worst employees can actually be the best. How does that work?

Kimberly White
Well, it goes back to the blindness we were talking about. When we see somebody as an object, we don’t really know what they’re capable of.

Some of the time, my experience has shown, that a person who is being a bad employee, who is acting out, who is resistant to instruction, all these things that make an employee difficult to deal with, very often those are people who react very … against being treated like an object. Very often these are people who are just very resistant to that feeling and can’t … that feeling.

Then when they’re treated well, when you begin to get to know them, and understand them and see where they’re coming from, there isn’t anything wrong with them as an employee. Their devotion to the work is great. Their knowledge is great. Their skills are wonderful. They just were so troubled by being treated like an object.

This is a funny story in my book. The founders of HG, their company, it became a running joke for them. When they would purchase a new facility and go in, they told me that invariably, invariably, the previous owners would tell them, “Well, watch out for so-and-so and so-and-so and so-and-so because they’re such trouble.” They’d give them like five names.

He said invariably when they went in and stated doing things this way, seeing people as people and started off by getting to know them and doing all that that most of those people on the watch-out-for list turned into their best employees.

We can’t make judgments about people while we’re seeing them as objects because there’s no way of knowing how much of their behavior is just a reaction to the very fact that I’m seeing them as an object.

Pete Mockaitis
Yeah. That’s powerful. I have to ask, even though it feels a little too silly from the heavy, powerful stuff we’ve had, but you’ve got a chapter that has poop in the title.

Kimberly White
Yes.

Pete Mockaitis
I can’t just walk away from that. What’s the story here?

Kimberly White
No, you can’t. It’s the poop chapter. I couldn’t believe my publisher let me do that. I’ll tell you why. It’s stilly, but it’s also profound I think.

This story is in the book too, but I was in a facility early, early on, the very beginning of this research, before I understood a lot these things that we’d been talking about. I learned it from these people. But I was in this facility and I was talking to a nursing assistant who didn’t speak very good English. I remember her so clearly.

Now, nursing assistants are the ones who change beds and for people who are incontinent, they change the briefs. They’ll help people to the toilet – somebody who needs to be rolled over or helped out of bed, they do all that sort of very close and physical work.

I had developed a habit of asking everybody that I met what was the best part of their job and what was the worst part of their job. I was asking this woman, “What’s the worst part of your job?” She paused for a minute and she told me that the worst part was when her patients pass away, which was just astonishing to me. I didn’t know that the people who worked in these places cared that deeply for one thing.

But the second thing was I knew what nursing assistants did, so I knew for a fact, we all know, that it’s got to be like changing the diapers and doing the poop and the diarrhea and stuff. That’s got to be the worst part. I asked her, like maybe she’d forgotten, “What about the diapers and stuff?” She looked at me like I was crazy. She said, “No, no, that’s for their dignity.”

I realized that for me poop was just this gross thing that I didn’t want to touch and that made me not want to work in healthcare because you might have to see some of that stuff and that’s yucky.

But that’s not what it was for her. Because the people that she cared for were real people to her, she didn’t see it as yucky, gross poop. To her it was well, these people, their bodies are failing them. I can help keep them dignified if I assist them with the toilet, if I keep them clean. I’m making them clean and safe and happy.

It wasn’t remotely the worst part of the job to her because it was what real people, people that she cared for, it was what real people needed.

The point of that chapter and the point of talking about poop at all is just to show how different everything, everything about other people looks when we can see them as they really are.

An object person, yes, their diapers are gross, but a real person with a life history who chats with me about their kids and tells me stories of the past and maybe tells me jokes, with that person if their body is aging and doesn’t function for them, it’s not the same thing at all. It becomes a sense of I want to help clean them up, make sure they don’t feel embarrassed.

It’s even the feces is different when we see people as people.

Pete Mockaitis
Beautiful. Thank you. This is just so good.

Kimberly White
Thank you. Thank you, Pete.

Pete Mockaitis
Could you share a little bit when you’re in the midst of things, I think that many of us want to, we aspire to care about people regularly and then we get caught up in our own stuff and we get defensive and such. Do you have any tactical tips for when you’re in the moment, in the heat of it, what are some great ways that you can kind of quickly bring yourself back to a caring position?

Kimberly White
Oh my gosh. You’re asking the wrong person. I am so bad. But there’s a chapter about this too. It was one of the most disappointing things – one of the hardest things, but it turned out to be wonderful about learning all this stuff and this shift and seeing people as people.

It turns out I’m still just kind of me. I’m still just kind of a jerk. I can still fight. I can still see people as objects. I didn’t just magically turn into a fairy princess who scatters flowers around. It was very disappointing. I thought I was going to be better.

I actually think the first thing to do is just to remember human beings have faults. The other people around us are going to have faults. We shouldn’t condemn them for that and neither should we condemn ourselves. We can always fix the situation later. You can always apologize. There’s no sense in getting depressed when we find ourselves doing the jerky thing that we know we’re prone to do.

The second thing is when it’s a relationship that’s pivotal in your life, a spouse or a coworker or something that’s likely to come up a lot, then I would really, really recommend spending time –

We were talking before about the amount of time we spend griping about people that annoy us, try to spend an equal amount of time or even any amount of time thinking about the person that annoys you the most and what in their life, what pains and sorrows, and frustrations might be leading them to behave in a way that you find so difficult.

Then you have that place to go to. In the moment when you find yourself frustrated, you’ve already thought about that person as a person and instead of trying to generate that when you’re already upset, which I can tell you I don’t do very well, I don’t think most of us do.

But if I’ve already thought about it and already found a way to see that person as a person, and even please, taken some steps to show them, steps of kindness, to demonstrate the caring that I have, then when I find myself irritated, frustrated, grumpy, I have that mindset present to me. I can go there.

I can remind myself, “Okay, take a deep breath. Remember that she just got over being ill and she takes a medication.” “He was really disappointed last week at his performance, no wonder he’s stressed right now.” You can remind yourself of the things you know about the person that will make them seem human to you.

We do not have to just fall back into that, “He’s so annoying.” “She’s such a brat,” kind of way of thinking. We have the power because we run our own minds, we have the power to remind ourselves of the things we know about the person that are real, that are true, and that are human.

Then if you can’t do much in the moment, don’t be afraid to apologize. People love to get apologies and to make an acknowledgement of what I’ve done wrong. Nobody ever minds, ever, ever, ever will mind hearing, “I’m sorry. I messed that up.”

Pete Mockaitis
Thank you.

Kimberly White
You’re quite welcome.

Pete Mockaitis
Well, tell me, Kimberly, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Kimberly White
Oh, we’ve had such a great conversation, Pete. I think we’ve covered everything. I just want to emphasize again how much power we have over our own lives and our own relationships.  The seeing people as people stuff, that’s not only for people who were born cheerful. It’s not only for people who were born calm. That is a decision we get to make in every moment of our lives.

Am I just going to sit back and think about myself and everybody around me gets to be an object or am I going to say, “Wait. What’s he thinking? What’s she thinking?” It doesn’t take any skills. It doesn’t take a degree. It doesn’t take a particular upbringing. That is just a choice we get to make. It’s a choice that will change everything in our lives if we’re willing to make it.

Pete Mockaitis
Perfect. Now can you share with us a favorite quote, something you find inspiring?

Kimberly White
Well, it was just so powerful to me. One of the founders of this company was talking to me about motivating employees. He said that he’s against trying to motivate employees. He said this, “Leadership is like a fire.  A good leader doesn’t come in and blow on the flame and take credit. He sees the flame that’s already there and clears away debris to let it grow.”

Pete Mockaitis
Beautiful, thank you.

Kimberly White
Yeah.

Pete Mockaitis
Now how about a favorite book?

Kimberly White
The Remains of the Day. Are you familiar with that one?

Pete Mockaitis
I don’t know a lot about it, but I know the title. It’s ringing a bell.

Kimberly White
Yeah, and they made a movie of it. No, it is a story about a man who devoted his whole life and made tremendous and painful personal sacrifices thinking he was on the right side of history and it turned out he was not and sort of had to confront that in his old age.

I just am so moved by the human experience and just the disappointments we all have just because we’re flawed human beings. We don’t have to have lived the perfect life. Humanity isn’t about getting it right. It’s just about being human.

Pete Mockaitis
Thank you. How about a favorite habit?

Kimberly White
I like to eat a chocolate smoothie in my bed and read with my door locked. I will read anything. Mostly I read non-fiction. But the chocolate smoothie just puts that over the edge, I’m telling you. It’s like ice cream without the guilt.

Pete Mockaitis
Well, thank you. Is there a particular nugget that you share that really seems to connect and resonate with people when you share it?

Kimberly White
You asked great questions and brought out all the good stuff.

One thing that resonates a lot with people is this little tidbit. Before I started working on this book, I was headed for divorce. I was so unhappy. I thought this was going to be the way to make the money I needed to be independent and split. Now, I am happily married to the same man.

Pete Mockaitis
That’s beautiful. Thank you.

Kimberly White
In case you’re wondering, does this really work? Yeah, it does actually. It really, really, really does. It’s not just pie in the sky. It’s not just quotable quotes. Life can be different. Life can be better than we tend to think. Humans are awesome. Ordinary people have so much capacity and so much greatness inside them. We’re surrounded by it. We can produce it and we can see it in others and it’s just miraculous.

Pete Mockaitis
If folks want to learn more or get in touch, where would you point them?

Kimberly White
I would point them to my website, KimberlyWhiteBooks.com. That’s books plural. My book, The Shift: How Seeing People as People Changes Everything is available at all major book sellers. For leaders, I recommend 800-CEO-Read. For everybody else, go to Amazon and you probably will anyway.

Pete Mockaitis
Do you have a final challenge or call to action you’d issue to folks seeking to be awesome at their jobs?

Kimberly White
Yes. If you want to be awesome at your job, start by finding out where you’re not awesome. If you’re not willing to … and fix them, you can never be awesome at your job. Find what it is, fix it, and ask somebody at work. They’ll be able to tell you.

Pete Mockaitis
Well, Kimberly, thank you so much for taking this time and sharing the goods. It’s powerful stuff and I’m excited to see what transformations emerge from it. Please keep doing the great work that you’re doing.

Kimberly White
Thank you so much. It’s been just delightful to be with you.