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    On the Brink with Andi Simon

    Are you navigating change—personally or professionally? On the Brink is your space for discovering new ways to see, feel, and think about your business, your work, and your life. Host Andi Simon, award-winning author, corporate anthropologist, and change expert, brings you inspiring conversations with entrepreneurs, innovators, and thought leaders who are reimagining what’s possible.

    Explore how purpose, reinvention, and a human-centered approach can guide you through transitions and help you thrive.

    New episodes weekly.

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    Latest Episodes:
    316: Rose Fass—The Most Important Conversation Is The One You Have With Yourself Jun 06, 2022
    Show notes

    Hear how to really think about the conversations you're having What if you could see the world through a fresh lens? In today's podcast, I interview Rose Fass, an author, a business executive, and an inspiration to me and to you. Rose has written one book and is on her way with her next one. Her first book, The Chocolate Conversation, focuses on how our conversations become who we are, what we hear, and how we build relationships. Great conversations help us craft clear messages, build a shared worldview, uncover concerns and uncertainties, and help you and others move forward together. As you listen to Rose and her own personal journey, you are going to rethink your own conversations, paying attention to both what you say and what others reflect on your thoughts. Listen in because there is so much to learn! Watch and listen to our conversation here Learning the lesson of resilience from a dandelion Rose tells the story of being a nine-year-old girl, walking home from school with her friends, a bit frustrated like adolescents often are. Her father was a WWII marine and a poet. That day, she saw him picking dandelions out of the lawn. Seeing her, he turned around and smiled and showed her one of the flowers, asking, "Rose, what do you see?" Not knowing what answer he was looking for, she responded, "I don't know Dad. I see a dandelion." He said, "Yes, but I want you to look deeper and wider. Look beyond the obvious." Rose asked him: "What do you see?" He paused, looked at her, and said, "I see the end of a long winter. I see the dawning of a new season. I see lovers walking hand in hand exchanging silent expressions of their love. I see children picking these out of the lawns and handing them to their moms." He went on: "Rose, we, like many homeowners, will use things to take these dandelions out of our lawns, like other weeds. And in their place will come beautiful flowers like irises and tulips and even roses. But the beauty of the dandelion is not in its first expression of spring. It's in the root, because it's resilient. And all of us know that no matter how much we try to get rid of them, they come back double fold." The message for each one of us is that resilience. As you listen to Rose talk about the work she does with and for her business clients, you will be inspired to respect and expand your own resilience. These are fast-changing times, and resilience, personally and in business, is more essential than ever. Powerful advice for women, those in the C-suite or any leadership role As Rose tells us: How often we think we're having the same conversation — about dark chocolate, for instance — only to be referring to three different things: milk, white or bittersweet varieties. She shows us how to first establish common ground that leads to an effective discourse for addressing relevance, growth and scaling — the three most important issues she sees in business today. Judith Glaser, the great organizational anthropologist and change agent, once told me that all our lives are just conversations — good ones and not so good ones. Rose has amazing insights on this too, and all women in business should pay close attention to her ideas. Searching for your passion and purpose? Start here: Blog: For Women In Business, Now Is The Time To Achieve Your Dreams Podcast: Lisa McLeod—If You Want To Succeed, You Must Find Your Noble Purpose Podcast: Tony Martignetti—Are You Ready To Live A Life Of Inspired Purpose? Additional resources for you My award-winning second book: Rethink: Smashing The Myths of Women in Business My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights Simon Associates Management Consultants Read the transcript of our podcast here Andi Simon: Welcome to On the Brink With Andi Simon. Hi, I'm Andi Simon. As you know, I'm a corporate anthropologist, and my job is to help you see, feel and think in new ways. And for our podcast, I go looking for people who can help you do that as well. Our job is to get you off the brink. But unless you can see things through a fresh lens, begin to understand them in a new way, you get stuck, or stalled, or you know what you know, and your brain doesn't really want to change anyhow, thank you very much, please go away. I'm happy where I am. But today, the times are changing. We are in a world that is full of turmoil, everywhere, of all kinds. From COVID, to the Ukraine, to what's going on in corporations, everybody is having a challenging time talking to each other. And so I brought you today a wonderful woman who's going to help you think about the conversations that we're having, and how to turn them into really growth experiences. The whole world is a conversation. We're having a global conversation right now. So today, we have Rose Fass here. Rose and I met fortunately, serendipitously at the Westchester Business Council, where she was presenting an absolutely brilliant presentation. And she's going to share some of those insights with you. It was really so touching. I said, Wow, can I share her with our audience as well? Now, the Westchester Business Council is a marvelous organization. You have no idea how many people I've met there, it's a really cool place. But each time I meet somebody and want to share them, they add some dimension to our day today. Let me tell you a little bit about Rose and then she'll tell you about her own journey. Rose knows, as she says, how to use her unique gift to take a mess and quickly put it in place with effective steps to teach desired outcomes. Interesting, isn't it. So she loves to change as I do, and like me, is a culture change expert. She's a natural facilitator who connects with all types of people at all levels of an organization, from the C-suite to the people closest to the work. She has over 45 years of experience in technology and consumer-based industries. During her career, Rose has opened businesses in the United States, has been a general manager with full P&L responsibility and led major corporate transformations. She was a chief transformation officer at Xerox and she's going to tell you a lot about some of her learnings and why at this point she's ready to help others do all kinds of transformation. These times, they are a-changing as Bob Dylan told us in the 60s. Rose, thank you for being with me today. Rose Fass: Thank you, thank you so much. And it's interesting that whenever I hear my bio, I have to smile a little because I go back to being this little kid in a very small neighborhood with a group of young Italian girls like myself just walking around and trying to figure out what it was that we were going to do when we grew up. So the interesting part about all of this is, I run a company right now called fassforward Consulting Group. And it's probably the culmination of everything I ever did at Xerox. Later I went to Gartner with the now CEO of ServiceNow, Bill McDermott, and then met my colleague and partner there, Gavin McMahon, and we started this about 21 years ago. And I still feel like I'm a student of the subject that I talked about. So I want to bring myself into the room as little Rose, so you know who I am. Then we can decide whether any of us are a big piece of stuff, or we all buy into this world with our brilliance and our muddy shoes. So I used to live in East Utica, New York. That's where I was born, on Ruptor Street, and we had a four-room cold water flat that my dad worked very hard on, kind of getting it to where we would have hot water or mom wouldn't have to boil it on top of the stove. Believe it or not, I'm 72 years old and I can actually think back to those days very fondly. But my claim to fame was I lived down the street from Annette Funicello. All of you young women, she was on the Mouseketeers and we were just all a bunch of Italian girls who could dance and sing and we were all cute. And we just could not understand why Annette got discovered by Walt Disney and ended up in Hollywood and we were left in East Utica. So for many, many days, I walked with a group of Italian girls home, complaining, whining, saying bad things and being green with jealousy. I remember this one day, it was unusual because it was early spring, and if you know anything about upstate New York winters, they're horrible. But the weather was nice and I saw my dad picking dandelions out on the front lawn. I went up to him very quietly, because I just wanted to scoot by. My father was a World War II Marine, a published poet and conversant in all the Romance languages, so he was a very interesting guy. I remember walking by and him saying, Rose, and I halted. I turned around, this little nine-year-old looking at him, and he said, What do you see? And he held up the dandelion. And I thought, Oh, God, I don't want to do this. This philosopher, I don't want to do this. And I said, I don't know Dad, I see a dandelion. And he said, Yes, darling, but I want you to look wider. I want you to look deeper. I want you to look beyond just the dandelion. And he looked at me, and I said, I don't know Dad, what do you see? I think at that point, I had learned how to be very good at rhetorical responses, especially when I didn't have an idea of what to say. I was so down in the dumps that I just didn't have the energy to get into it. I usually did, because I think for my dad I was the one that appreciated poetry and philosophy. So he looked at me and he said, Darling, I see the end of a long winter. I see the dawning of a new season. I see lovers walking hand in hand exchanging silence. I see children picking these out of the lawns and handing them to their moms to put them in juice glasses on the sills as a means of saying I love you. And I looked at him. And I said, you see a lot, Dad. And he said, Rose, soon this dandelion, this beautiful expression of spring is going to become a weed, and we like many homeowners are going to go to the nurseries and we're going to get the stuff that will take it out of the lawn because we want to rid ourselves of this one beautiful expression of spring that's now an ugly reminder of cleaning up the yard. And I looked at him. He said, Because soon honey, the beautiful flowers are going to come along, the irises, the tulips, and yes, even the roses. But the beauty of the dandelion is not in its first expression of spring, it's in the root, because it's resilient. And all of us know that no matter how much we hack at them next year, they come back double fold. We named you Rose, but roses are fragile. In your heart, you need to be a dandelion. That is my signature story. I remember that day of standing there on that little patch of lawn and crying in the arms of the Marine and in the arms of the poet. And for whatever reason, letting it all out and feeling like I may be enough. I didn't think I was but maybe I'm enough. And I think we women struggle with that. And so for the rest of my journey, I have reminded myself that we get kicked around, and we get hacked at. And we just have to be resilient. And so today, I think that's probably more true than ever. And it has held me together for many, many years. Andi, so I want you know who I really am, the little rose, the woman who became who she is today, and that I am a combination of all of those beautiful moments when you learn through pain. Andi Simon: Now, by saying that, I guess I visualized that scene with your father was exhilarating, maybe painful. But he was imparting to you wisdom that's really hard to come by otherwise. Who else would you trust to listen to that way? So you may have cried but I have a hunch he had a long term impact on the way you see the world. It's all of the implications and the meaning that it has. Am I right? Rose Fass: The Marine, unlike the philosopher, said, one rule for my two brothers and me was to be up by 0600, ready for company. Every day of my life, I am out of bed by six o'clock and I get dressed no matter where I'm going. My hair is combed. I've showered and am presentable and so are my brothers. And in his mind, it was the "ready for company" meant a lot of things. Were you ready to be gracious? Were you ready to be approachable? Were you ready to be aware, conscious, willing to help? All those things culminated in that one little statement: be up at 0600 and ready for company. And I've kind of never forgotten that. Today, with people working remotely, I noticed they get on the camera, and oftentimes, they'll take the camera off because they're not camera ready or they're even in sweat pants, and they're looking draggy. And when you don't feel good about yourself, it's hard to feel good about life. Yes, and we're living in a time when I think more than ever we have to bring our best selves to whatever we're doing. Because it's going to get harder before it gets easier. I really believe that. Andi Simon: You're making the important point about our best selves. And I want you to talk a little bit about the career that you had because we could stay on your lessons learned in your youth a lot. But the best self is a very interesting concept. We are working with a lot of women as coaches, and they are successful, but not happy. They have a position or are partner in a firm. They've got degrees, are financially successful and they're asking, Isn't there more? We talk a lot about who am I? What's my purpose? What's my best self? So a little bit more about as you got into your career, you began to carve out an area around transformation. Sounds like your father became living in these companies a little bit further. Rose Fass: By the way, Andi, you talk about youth. I often relate to men in the work that I do. I tell them there's no more important person in a young woman's life than their father. Mom plays a role but Father gives them the sense of validation and approval of who they are as women. And I think that's critical, just as mothers help their sons become more approachable and more yin and yang. So for me, my early career after I got out of Boston University, I started at Saks Fifth Avenue in an executive training program, and I had two mentors. I had Jan Edelstein, God rest her soul. She was very gypsy-ish, wore all these crazy skirts and crazy glasses and lots of bangles. But knew Judith Leiber, Bottega, every possible fashion brand you can think of in accessories. I was her assistant and I was also assistant to the blouse buyer, who was Miss Janet. And I'm not kidding. Little bow, little glasses like a librarian, always in the black pencil skirt, white blouse, buttoned to the teeth. They could not have been more different. Jan told me to have to learn how to be creative and every bit of data and information you need to make good sound decisions. But let that be one data point that I want you to go with your gut when you feel you know how your experience is and how something speaks to you. Then I went up toJudith and she taught me the process. And it was so procedural. I remember taking an inventory where every single blouse had to be counted. And in those days, these departments were massive. And I walked around and I was spinning. And I was trying to take a few little shortcuts. And she said to me, Miss Maysa (my maiden name), and I said, Yes. She said, You are not to take shortcuts. You will one day take shortcuts but that will be after you learn the long way home, and I'm going to teach you a long way home. The unique part about this was that Jan and Judith were really good friends. They could not have been more different. But they u…

    Full show notes at the publisher

    315: Linda Vettrus-Nichols—Challenged? Stuck? What If You Are In Control Of Yourself? May 16, 2022
    Show notes

    Learn how to become the person you really want to be I met Linda Vettrus-Nichols through her lovely husband Terry Earthwind Nichols, with whom I've done two podcasts. Here is our most recent one. Linda brings you a different perspective on how you can take control of your life and become the person you have always wanted to be. She talks about her own journey and how she got to where she is now, as a coach, as a person really into thought leadership, and as someone who inspires people to do what they might otherwise not have done (like write a book in 30 days). Linda's a really special person to hear from. Listen in! Watch and listen to our conversation here It's not so bad to really love others, and love yourself a little too Linda is the CEO of Evolutionary Healer, a global transformational performance improvement company which she co-founded with her husband Terry. She calls herself "the queen of clarity" and believes that at the end of the day, love and solid relationships are all that matter. As a spiritual thought leader and coach, she finds the gaps and corrals the chaos that keep powerful entrepreneurs stuck or stalled. In some ways, we do similar things. We both would like to help you see, feel and think in new ways. Linda is also the author of 21 books, one of which focuses on the practical action steps you need to publish your own book in a month or less. You can connect with her on LinkedIn, her personal website and the Evolutionary Healer website. Need a little help becoming who you really want to be? Here's a start Blog: 5 Ways You Can Find Happiness And Joy In These Turbulent Times Blog: Is It Time To Rethink Where You Are And Where You Are Going? Podcast: Women, Are You Ready To Find Your Happiness? Is It All Around You? Additional resources for you My award-winning second book: Rethink: Smashing The Myths of Women in Business My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights Simon Associates Management Consultants Read the transcript of our podcast here Andi Simon: Welcome to On the Brink with Andi Simon. Hi, I'm Andi Simon. And as you know, I'm your host and your guide. And people come from all across the globe to listen to us because we help them get off the brink, which is so much fun. You don't want to get stuck or stalled. And that's really very interesting because sometimes when we see things, we run the other way. We don't really go forward towards them. You need a little nudge, or a little hope, or some trust. So I go looking for interesting people who are trying to help you see things through that fresh lens. You begin to trust the fact that you can in fact change. I know your brain hates to change. But don't waste this crisis that we've gone through. It's time to rethink everything that you used to think was exactly the way we did it and now there are all kinds of new ways. You're not quite sure how we're going to go back because you're not going back. Now the question is, how do you go forward? And where is that? And how do you see what's new and uncertain when you all want certainty? And there is none. So today, I have Linda Vettrus-Nichols. And Linda came to me through Terry, who is her husband and her partner in a wonderful firm. Let me tell you a little bit about her. Then she'll tell you about how she got here because it's been a wonderful journey for her. She does some great things with people as a coach, as somebody who is really into their thought leadership. Somebody who helps you write books in 30 days. So Linda is the CEO of Evolutionary Healer, a global transformational performance improvement company. I'll say that, again. They are global. And it's a transformational performance improvement company that she co-founded with her husband, Embassy Ambassador Terry Earthwind Nichols. I've done two podcasts with Terry. And I've done two for him. Linda is "the queen of clarity." And I love that title. She believes that fantasizing about the impossible is totally reasonable and striving for satisfaction is a must. And at the end of the day, love and solid relationships are all that matters. You know, we've learned a whole lot during this pandemic. And that is, you do only live once and it's not so bad to really love and love yourself a little too. She's a spiritual thought leader and coach who finds the gaps and corrals the chaos that keep powerful entrepreneurs stuck or stalled. So in some ways, we do similar things. And we'd like to help you see, feel and think in new ways. She's a published author of 21 books, and she has a book with the practical action steps you need to get your book done. And I have two books done. We're working on the third. It is a journey. Thank you for joining us today. Linda Vettrus-Nichols: Thank you. And oh, Andi, I just absolutely love your book Rethink: Smashing The Myths of Women in Business. Andi Simon: I truly appreciate that. I'd love for you to share with the audience who is Linda? And what is your journey? Give them a sense of your story because I do think it's a wonderful rich one, and one that helps others begin to see their own selves in journey form. What's your journey? What's your story? Linda Vettrus-Nichols: My story is, I was in a marriage for 33 years. I call it a starter marriage and was just trying to keep my sanity and trying to figure it out and figure out what wasn't working and why. And at the end of the day, I found out it takes two people. And I didn't know, I just felt stuck. And now I teach that people aren't stuck. Not really, they just feel stuck. And for me what got me unstuck was to surround myself with a whole different group of people. And within that group, there was somebody who helped me with questions, kind of clarity questions on taking a look at leaving a marriage of that many years and coming up with answers to that question. So that was one sort of pivot for my life. And, then I met Terry and he had figured out a process to take people through. Much like Sigmund Freud, he was looking for interior discoveries, like breakthroughs to find that amnesia in memory from childhood. And so we worked on that together. We were in a coaching industry with that and going out speaking and things like that. And then Terry had heart surgery. And my coach was like, What do you want to do now, because he's out of commission for a while, and I had no idea what I really wanted to do. And so I guess that's probably how I started stepping into clarity and helping other people with their clarity. Andi Simon: So there was a catalytic moment where you were on your own for a moment, not alone. But on your own and as you discover that part of you was an emerging lesson in the next stage in your own journey, which was really quite interesting. So as you began to frame that, what was the problem you wanted to help other people solve or to solve for yourself? Because there's a combination. It's really a collaboration, not simply, I do this, you do that? It sounds like you are going through your transformation, and could help others do as well? How did you develop it? Is there a particular process you can share? Linda Vettrus-Nichols: Well, I love people's stories, like you. And I was just talking to someone networking, and said, Oh, I love your story. I'd love to record it. And maybe use it in a summit or something. And she was like, Oh, yeah, either way, that's fine. So I did that. And then there were two more women that came along. So I recorded and then I started thinking, what are these women really saying to me, and they were telling me about a time that they were stuck in their lives. And I thought, I could do a summit on being stuck. And so I interviewed 14 women, ages 16 to 74. The 16-year-old was actually one of our clients who had been suffering from PTSD, post traumatic stress disorder, for about two months. So we were able to bring out her story that fit what we're doing in our business, and bring out what these other women were doing in their businesses. And then I just kind of kept rolling and kept interviewing people. I had so many interviews. I'm like, Wow, I could just have a summit a month, for eight months. Which I did. Then I asked 16 of the probably 60-some women I'd interviewed if they wanted to be in a compilation book. And so I got the transcriptions back, and they were in script format, like a play at school, and I thought, Oh, that's different. And I was going to put them into a sort of written form. And then it was like, they have a beautiful flow this way. I really hate to take away that beautiful flow. And so I told Terry, I'm just gonna leave them in script format. And I go, Who does that? And he goes, Nobody. There were two authors apiece from those 16 and we made up eight little books of their stories and named them after the different summits. So one is called Stuck. One is called Paradigm Shifters. It was more social media and that way. I ended up publishing nine books. So I kind of cheated. And so people aren't used to 21 books. How did you do that? My kids were really challenging. And so I hooked up with another person whose kid was super challenging. And we started helping parents. We were pulling kids out of biochemical autism, ADD, ADHD and learning disabilities. Now we're teaching parents, mostly moms, how to do that. And I was before you could like Google stuff, you know. So that was really a special time, way back when, that was my first book in 1998. And then, I suppose it was about 2016 when I started cranking out books. I started with nine. Andi Simon: You know, the audience who's watching us today is scratching their heads and saying, How'd she do that? You know, you can inspire people. You can push them. They'll run the other way and say, I can't do that. But in fact, part of this requires trust and courage, a bit of bravery. But part of it just requires a mindset that says, Of course we can, let's see how, and having a husband who's supportive is not inconsequential. But you also had a real good understanding of what was needed. Whether it was for those mothers, or for the others, and you sort of felt that they had an unmet need. You are really a Blue Ocean thinker. Instead of putting the transcripts into a format of a font, there's something about your approach that's really fascinating to me. You see what is needed, and then you come up with an idea to really solve it. I have a hunch that that's been sort of the last period of time, since you left your last marriage into this one. What is so important now for you is the freedom to do this, the autonomy, the mastery, your purpose. Give the listeners some sense of how you've come to terms with who you are at this stage? And where is it going, because they want to have a role model. Because they all have great ideas, sometimes they're sitting there, and as you know, they don't blossom, and we want to help them be free. How about your thoughts? Linda Vettrus-Nichols: The transition of marriage was, even if you're in a really healthy relationship, and you're not just loved, you really feel loved and supported. It's not enough until you love yourself. And so that was one of the big shifts for me, is learning to love myself. The other thing is stepping into, for lack of better words, my zone of genius. What is it that I do that I am so good at, and I am not exhausted doing it. I could just do it 24/7, and not even burn out. So I have actually stepped into that in the whole book in 30 days process. And that I do free sessions. They're usually more like a clarity session, and whether someone thinks there's a book inside of them or not. And it's very powerful. The number one thing is, I get women out of their heads. I get them to slow down, to focus, to really embody. And that's my little process. So we just do like three belly breaths, like close your eyes. It's funny because when you do that, and you get your hand on your abdomen, all of sudden, you just really calm, you slow. And it makes people feel sane. And it's just been a really special process. It's just a free thing that I do for people, whether I'm networking with them, or they're a potential client or whatever. So that's, that's huge. And then I say, if it's a clarity thing, that's just like, okay, so if you can only do one, which one would it be? If it's more of, they haven't come to me with something specific, it's like, Okay, if there's only one thing you can let the rest of us know, like, you're poof, off the planet tomorrow, and you really, really want us to know it. It's not about yourself. Not about you, it's you wanting us to know what for us. What would that be, and then they give it to me. And then I get another one and another one. And I get three and then I go back to the first of the three and do it again three times. And I end up with nine things in a special order. And I always say, it came from their soul, you know. And that ends up being their book chapters and their message to the world in a specific order of importance to them. And it's easy for them to find their tribe, so to speak. Andi Simon: Well, but you know, easy is an interesting word always. People hate to change, the pain in the brain is real. Cortisol gets up there, your amygdala fights it. The second thing is that the amygdala doesn't like the unfamiliar. And it really wants things that are comfortable. Even if they're not answered. Your mind does exactly what it thinks you want it to do. And whether it's putting the hand on the belly or doing some mindfulness or a little meditation, you quiet down and you just take your brain into a quiet mind state where it feels really safe. Yesterday is gone, not much you can do about it and tomorrow hasn't happened. So for the present, you have this wonderful gift of just being, and then your process shows them what is possible. And the trust that comes from that is extremely powerful because they really don't know where they're going, do they. And that uncertainty makes people very uncomfortable. And slowly, the three turns into nine. And next thing, you know, it's time for us to write a book about us and a bit about what we want the world to know so it can be a better place. So as our audience is listening, think about yourself: what kinds of ideas do you have that you want, in some fashion, to turn into a legacy of some type? Do you find that people write more than one book, as you have? Linda Vettrus-Nichols: Well, my clients sure do. I really believe that everybody's full of all kinds of books. And like you, your clients, you won't even take them unless they're at "enough is enough." And so they just almost come to me pregnant with a book. It's like, I gotta get this thing out of me. I have no idea how to do it. Or I'm afraid to do it. I'm afraid if I tell whatever they're going to tell, somebody else will hate them for it or be mad. And yeah, there's a lot of drama trauma stories with my clients. What's even weirder is, I have clients who have done cookbooks with their drama trauma story. They're really powerful, cool books. But it's like, who does that? Andi Simon: I'm working on my third book. And the gal I'm working with said, We really want to do a cookbook like this. I said, I like that idea. And I'm not sure what. God is in the kitchen, all's well in the world? But there's something about that cookbook model that pours out a whole diff…

    Full show notes at the publisher

    314: George Swisher—What Can AI Do To Help Your Company Change? May 09, 2022
    Show notes

    Hear how your organization should embrace change to grow George Swisher is a former marketing entrepreneur and management consultant. He has a 15-year track record of improving company performance and shifting cultures to effective change management. He currently is co-founder and CEO of www.changeforce.ai, a software platform that helps leaders manage organizational change more precisely by analyzing the sentiment of company conversations in real time. A really interesting platform. Remember, I'm a corporate anthropologist who, like George, helps companies change, so I loved this interview. So will you. Watch and listen to our conversation here When you begin to change, things aren't all changing at the same time And you're not quite sure if it's moving at all, and sometimes you're moving a battleship with an oar. You're just hoping it's moving somewhere. But the technology which George has developed can identify where a culture is moving, which areas are strong and which are not. First, he gathers data about what your culture is currently so you can make smarter decisions, whether you're a frontline employee, manager, director or executive entrepreneur. Then his software analyzes this data to help you scale what you are doing to do it faster, and save money. In essence, he helps you build better change processes of how you get things done so you can inform that process with meaningful information. In our podcast, we talk a great deal about George's own personal journey. You will love this conversation. Then come and share your own new ideas and see how they can soar. For a deeper dive into how to change your corporate culture so you can soar Blog: Need To Change Your Organization's Culture? 6 Best Ways To Do It. Blog: How's Your Culture? Doing Fine Or In Drastic Need Of An Overhaul? Podcast: Tristan White—A Great Place To Work Starts With A Great Culture Additional resources for you My award-winning second book: Rethink: Smashing The Myths of Women in Business My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights Simon Associates Management Consultants Read the transcript of our podcast here Andi Simon: Welcome to On the Brink With Andi Simon. I'm Andi Simon, and as you know, I'm your host and your guide. And my job is to help you get off the brink. I go looking for interesting people who are going to do just that. They will help you see, feel and think in new ways so that you can begin to soar again. These have been unusual times. I used to say, if you want to change, have a crisis or create one. I never expected a crisis of this sort. But I also preach, don't waste a crisis. Because it's a time where people will let you change, they will blame it on unexpected things. You'll never know where it can take you. So today I have with me George Swisher. Let me tell you about George just a little bit, because we have some very interesting and important conversations about technology and transformation to share with you. George is a former marketing entrepreneur and management consultant. He has a 15-year track record of improving company performance, and shifting cultures to effective change management. He currently is a co-founder and CEO of Changeforce.ai. You should look it up. It's a software platform that helps leaders manage organizational change more precisely by analyzing the sentiment of company objectives in real time. It's really an interesting platform. Remember, I'm a corporate anthropologist, and I like to help companies change. The question is, when you begin to change, things aren't all changing at the same time. And you're not quite sure if it's moving at all. And sometimes you're moving a battleship with an oar and you're hoping it's moving somewhere. And the technology that George has is very interesting as a way of identifying where it's strong or it's not. But today, we want to talk about culture, technology and business so we can see what's happening and where we're going. George, thanks so much for joining me. George Swisher: Thanks for having me, I'm really excited. Andi Simon: We are too. Tell the listeners about your own journey, because it's a perfect setup for where you are and where you're going. Who is George? And what's your journey? George Swisher: That's great. It's a great way to start. I think you know, in talking today, my hope was to help people understand how technology can really help them. So it's less about the software. It's more about, where were the pivotal points in my personal path that got me to where I realized that I needed to have technology as a utility to make better decisions or be more effective in the work that I was responsible for. And so I was actually lucky to be a guest lecturer last night at Columbia. My co-founder, Dr. Nabil Ahmad, teaches a class on organizational strategy. He had a young group in there last night. And when I got home, I was taking the train home, and it reminded me of the moment, I remember exactly where I was, how old I was, when there was a huge tipping point where I said, Wow, if technology isn't a part of what I'm doing, I'm not going to be able to succeed at the path that I want. And, this group was really intelligent. So a lot of great questions reminded me of when I was about 19 years old. So I was young. Luckily, I went into the workforce young, I was going to school and working at the same time. So at 19, you can imagine you're doing all kinds of different things, trying to do studies, trying to get a job done. And I was working for one of the largest railroad companies in the country. I was sitting there and I was a part of a team of about 20 people. It was an operational management and customer service, not the most innovative departments usually. So they had hired a tech consultant who came in and he developed a basic Microsoft access database with a pretty front end on it. That pretty much took the team from 20 people to two people. And I was lucky enough to be one of the two people that got to stay. And what he ended up doing was figuring out a way to make managing customer service more efficient with less people. Some people thought it was bad. I thought it was brilliant. And that became the moment I was like, Wow, this person just came in and what I thought was my job today just completely changed in less than 24 hours. And it really made him look like a superhero to the company. Now of course the people who lost their jobs, it wasn't great for, but in terms of an organization and leadership, and what they were trying to do, here was this very simple thing that he did that completely changed that organization. And then this was a billion dollar company, right? This was a big, big deal. And it's when I realized that I needed to have a superpower like that if I was going to be able to go from a supervisor, which I was at the time, a young supervisor, to manager to director to executive to leadership. If I didn't have that kind of utility belt where I can just bolt on different pieces of technology to be my superpowers, I was gonna have to go at a much slower pace than I was willing to do. And that just became that time where it was. It was scary because I just watched 18 people lose their jobs because of technology. So I was a little bit fearful of it. But I was very intrigued by that. If I can use it the right way, it will help me beat out other people, bcause that's what I was at that age, that's all I was looking to do was build a career. Fast forward about five years, I ended up moving up in that company, by using that strategy. So I actually dropped out of school, and decided to spend that same time discovering different technologies, and what could I not do physically, that some type of software or technology could help me either gain information that I didn't have readily available to me, and that can be in many different ways, or to make something more efficient. If it can make it more efficient, it has that ripple effect of scale, speed, cost, efficiency and savings. And I knew if I can do that, that I could beat out a lot of other people who may have more formalized education. Five years later, I was running about a $50 million business unit at the age of 24, which is crazy to me at times. And that was almost 20 years ago, because I had beat out candidates who had MBAs, who had more work experience, but really couldn't understand how to create that speed and scale and cost effectiveness that I was able to do. And that's how I got into that position. And so last night just reminded me of how many leaders didn't get the luxury that I had to figure that out, as they've been moving through their careers. And what's always funny is when we have these conversations, a lot of times people ask so many questions about the physical technology, like, are you building it? Are you building artificial intelligence? What is machine learning? They get so into the details, which happened last night with these young leaders. My advice to them was, It's not about learning how to be an engineer, it's more of understanding what can't you do today? Is there some type of technology that can help you do that better, faster, more informed? If you can do that, you'll win the battle, right? If you go to hold it down into the hole, you get lost into the engineering world, which you don't want to. And so, I think that timeframe was really the moment where I just never looked back. Everything that I did, every career decision I made, hinged on the fact that I could constantly explore, and eventually I got into building our own technologies if we couldn't find them. So if there wasn't something out there, and we knew that we could have efficiency, I ended up becoming an entrepreneur at 25 and built a service organization. In consulting, you had technology enabling IT services, where we progressed really quickly. And that was the first time I had sold a company at the age of 30. And so I always come back to what enabled me to do all that was the fact that I was constantly trying to find ways to have superpowers beyond what I was able to do in a human capacity. And it ended up being some form of technology that did it. And that's why I feel like it's important to listeners. Andi Simon: Let me ask you a question as if I'm your audience asking you the question. Let's assume that we are like your Columbia students last night. What would be three things that are important for the listeners? Let's assume they're on the brink and they too want to soar. What is it they should look at and what should they see? How should it feel? What are we thinking about here, because you made an important point. It's not about being an engineer, it's not about the details of AI or machine learning or robots. It's a bigger picture that you're preaching. And if I hear you, which is that society is going through a great transformation, it's almost as big as the introduction of farming or fire or in the transformation. But if my audience is like your students, some of your observations would be very helpful to share your thoughts. George Swisher: So I will try to do three. One would be understanding what information you can not get your hands on today? I always love this idea of this concept, and there's a company that's called What If. They've done a great idea just to sit in a room and go, What if I could gain access to this information? And whatever that is, right? Information we hear now is data or big data, just get rid of the words. Just think about information, if you could figure out what information would inform you to make better decisions so it doesn't matter what role you're in. If I can get information about currently, it's going to enable me to actually make a smarter decision whether I'm a frontline employee, manager, director, executive entrepreneur, it doesn't matter. So I think number one it is to focus on that: what information do you need that you currently can't get today? And then try to find where you can get that. And the reality is, there most likely is some way to get that. You don't always have to build it. But there is some way that you most likely can put two softwares together. That's where you work with your engineers and go, Hey, take these two things, and put them together and give me the output because that output is going to allow me to make a decision that's going to scale what I'm doing, do it faster, save money. I think that's that one piece of finding information. Two is kind of the next step to that, which is, Is there a way that I can be more efficient in what we are trying to do. So if I'm a leader in an organization, I have one departmental kind of view, and then I understand what the company objectives are. How do I ladder up to that? Most of the people in the organization don't know how that works. There's huge limitations and where you can have efficiency. And I think efficiency is such a great, powerful tool, if you can figure out a way to get things done faster, more cost effectively, at a larger reach, you can have a greater impact. I think that is where you can turn information into a viable use. And so no matter what role you're in, if you can take those two things, and apply it before you make your decision and go, Is there information that I don't have access to? Can I get it? And then where's the efficiency in what I'm trying to do? Are there things out there that can help me do it more efficient, because then when you make your decision, you'll invest time, money, and resources behind those two things. Getting more information makes me make better decisions, being more efficient in the way we're trying to do something, which has a greater impact. I think the third part I was mentioning before and the advice that we gave the group last night is actually at the same company that I had that technology awakening. After that happened, and I stopped, I told my general manager at the time, Hey, I'm going to leave school, I want to invest more time in learning technology. And I said, You know, how does my job affect you and your job and what the company is trying to get done? Because I want to make sure that I don't go anywhere. I just watched 18 people be let go and I don't want to be let go. So as innocent as that was, my general manager at a very big business said, Have a seat. I got to learn how my job fit in as one of the cogs of the whole big picture. So as I continue to make decisions, I learned how this contributes to the bigger picture. Whether I agree with it or not, I think this is the ego you have to almost put aside. How do I fit into that bigger picture? Because I'm trying to fight my way up the ladder, how do I know what that ladder is and where I connect the dots? So I think that's the third advice. Third point that I would make is, If you can master those three things, you can become an incredibly effective leader, entrepreneur, decision-maker, which is where I personally believe that's where you want to invest your time. There are skills that you need to learn. But if you can master those three things, and know that technology fits into two of them, you can really move in the direction you want, better and faster. Andi Simon: Let me ask you my slightly burning question. A number of years ago, I taught several times for healthcare strategists, Your data is talking to you, can you hear it? As I'm listening to you, the challenge that leaders have is understand…

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    313: Melissa Copeland—Customers Want Great Experiences. How Can You Deliver Extraordinary Ones? May 02, 2022
    Show notes

    Hear why a great customer experience means everything I am always excited to share a great woman's story with you, our audience. Melissa Copeland is a great woman to know. She had a wonderful career, as so many women have had, only to discover that flying all over the world was not great for her family, or even herself. She pivoted and launched Blue Orbit Consulting, which allowed her to refocus her attention on clients closer to home and on projects dear to her heart—like improving customer interactions for her customers. Our conversations roam all around the challenges she, and I, see among our clients as their customers are changing, service expectations have dramatically shifted (where fast means right now), and staffing has become an uphill climb, to say the least. What to do? Call Melissa, who brings her expertise in organizational transitions and interpersonal growth and development to the task at hand. Clients love her approach, and I think you will as well. Enjoy. Watch and listen to our conversation here At SAMC, the topic of culture change is one we know a great deal about What I enjoy when I have someone like Melissa on the podcast is how we can share our ideas, experiences and know-how and continue to learn from each other. You can certainly read in my book, On the Brink: A Fresh Lens to Take Your Business to New Heights, how frustrating it is for companies, then and now, to address the core service imperative of their organization's business. My hope is that you take away some great ideas and great learning around how to step back and look at your own business with fresh eyes, and see where you need to make some changes that will make all the diference. If you'd like to reach out to Melissa, you can connect with her on LinkedIn or her website BlueOrbitConsulting.com, or email her at melissacopeland@blueorbitconsulting.com. More about culture change and how to motivate your employees to love their jobs Blog: How's Your Culture? Doing Fine Or In Drastic Need Of An Overhaul? Podcast: Marcella Bremer—Build a Better Business With an Amazing, Positive Culture Podcast: Lisa McLeod—If You Want To Succeed, You Must Find Your Noble Purpose Additional resources for you My award-winning second book: Rethink: Smashing The Myths of Women in Business My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights Simon Associates Management Consultants Read the transcript of our podcast here Andi Simon: Welcome to On the Brink with Andi Simon. Hi, as you know, I'm Andi Simon, I'm your host and your guide. My job is to get you off the brink and I go looking for people who have really interesting ideas to share with you to help you see, feel and think in new ways. That's why today I have Melissa Copeland. And Melissa is here to talk about the customers of tomorrow, and how to serve them. But what's really interesting is her own journey and what she sees going on in the market, and how she can help you see it through that fresh lens that I want you to have. Remember, time to get off the brink, and the times they are changing. So let's soar together. Melissa, thank you for joining me today. Melissa Copeland: Thanks for having me. Andi Simon: Share with the listeners, who is Melissa and when and how did you get to where you are now? And why are you so interested in it? Please share your story. Melissa Copeland: Sure, it's a wandering path, but I think many people have those nowadays. It was less common when I started working, but I actually started as a documentary producer producing travel documentaries and traveling around the globe doing that which I love. It didn't take long, about two years, for me to learn that it was really hard to afford my rent and lunch and a bus pass on the salary a documentary producer makes. So I went to business school, and business school wasn't at all what I expected. It was much more of a structured education versus some of the intellectual inquiries that I was expecting to find. So if there is such a thing, it sounds like an oxymoron, but I was a bit of a countercultural business school student coming out of grad school. I landed in a job in strategy at what was then Ameritech, now AT&T. I was sent to one of the wholesale divisions. So think of the really technical engineering, kind of in the more old-fashioned parts of the company. And here I was, this kid who had been a documentary producer. And my background was in history and writing. And I learned to speak engineering, and I learned to speak pension. I had more fun than I ever thought I would in the corporate world. So I was rotated in the seven years that I was there, through almost every functional area. I got a taste of strategy, sales, marketing, and wound up doing two types of international assignments. One was a startup based in Chicago. And the second was an assignment based in Brussels, Belgium for two years. And those were amazing. A couple of the things that I really learned was that the language of business is really one of figuring out how to connect with people, and how to define problems, and then organize toward a solution, whether it's through collaboration, whether it's through directing, or self-directed teams, or any of those pieces. And so one of the things I didn't expect that I've used my entire career since then, was during that time in Brussels, the techniques that you learned growing up in the United States to influence people with money, or sales incentives, or performance incentives, didn't work the same way in a different culture and context. And that notion of what is my culture and context? And how do I get the results I need? One of the things I learned was, in the US, if you wanted to get something done, you have a meeting, you divide up the tasks, and everybody goes in, does it. In the situation I was in, in Brussels, if you had a meeting, the way to get people engaged was to give everybody the opportunity to participate in the brainstorming, right? So no matter what it was, if you call it brainstorming, people were highly engaged, because everyone wanted a piece of the ideas and to really feel like, what would they be called, an influencer, but to really be part of the solution, and then folks would happily go and participate in terms of behavior change. So that has actually become a signature part of the consulting I do today. Some from that role, I moved through a couple of different roles, but I stayed in that arena of really working on customer experience and employee experience, and helping folks move through changes that almost always benefit customer experience and customer loyalty. And that's when I would say my love affair with customer service and contact center organization started. Andi Simon: You formed your company Blue Orbit Consulting in 2014. Typically, I would start any interview like this and read your résumé. But I really prefer you to talk about this journey because it's a setup for what's happened since you set up your own company. So how did you come about? Your insights are extremely valuable today. We don't motivate people by giving them more money that doesn't do anything for the research work. You can give them more money, but it doesn't mobilize them. It doesn't motivate them. It's not what makes them work. There's something that took you from being inside to being a consultant having your own company. What was the catalyst? Melissa Copeland: So I worked for many years for a consulting firm called The Northridge Group and helped build the firm, and was able to be the generalist moving across a lot of areas. The firm had tremendous success. And I have one of those hard learnings. After about 12 years there, my kids were eight and five, and I was continuing to travel almost every week. And no matter where I was, I was on the wrong continent for somebody. And we got to a point where more often than not, it was my kids, you know, or team members or clients. But it really became a challenge that it was my kids that were on the wrong side of that. So I left and I wasn't sure what I was going to do. And that lasted, that break lasted about two months. And we learned that I was terrible at carpooling, that I hated doing laundry, and got rid of all of our household help. But, former clients and colleagues started calling with projects and saying, hey, you've always been really good and helped me think through hard problems, will you come help me do this global technical support? Will you come take a look at this process problem in my organization? And that's fundamentally how Blue Orbit was born. So in 2014, I formed Blue Orbit. It was just me, and a couple of high school and college babysitters taking care of my kids, you know, before and after school. And as the firm grew, I really drove more focus around not just taking every phone call, though anyone that calls and says, can you help me think through this hard problem, I really enjoy hard problems. So I'm happy to help think them through, but really, drove more focus around the pieces that I think are really important as businesses grow and move forward. And that is thinking through not just the customer journey, and some of the buzzwords around that, but also thinking through the service design for how you support that customer journey, and more recently, a lot of emphasis around employee engagement. So how do you make it easier on the employees to deliver the service design and a fantastic customer experience. So little by little, as the firm grew, it started being engagements with me and then I started building more team-based engagements to be able to implement at large organizations. Then we land where we are today where the business supports both some startup companies that are just starting on that journey. It's tons of fun when we have a blank slate, and you're starting with the service design from the beginning. And then the large organizations where you might have hundreds or thousands of people that you're trying to orchestrate. And then it's really more that collaboration and building a funnel of ideas for how can we accomplish the goals we need to get to. Andi Simon: You and I both understand the complexity of human interaction and conversations. And the question is, what do we say to whom in what way to get what done? And that's not casual, and every culture is different. The culture is inside each one of these, small, large and otherwise, whether in Belgium or in the States, or whatever they are, and just do things differently. And your description of the Belgium folks who wanted some autonomy, mastery and purpose, which is what we're talking about these days, was quite different than here where command and control tell you what to do, and tactical and practical, and not much gets done. So it's an interesting time. So some of the insights that you're pulling together, working over the last years, 2014 was a short long time ago. And between the pandemic and all the things going on with technology and customer transformation, there's some key themes that you and I chatted a little bit about. Can you share them with our listeners or our audience? I do think they are going through them and they want to know, what do I do now? How do I do this? Some thoughts? Melissa Copeland: Sure. I love how you you reference the autonomy and the mastery. One of the pieces that I first tried to size up is that culture and context and organization. I do feel compelled typically to look at data, because you always have people in your team or your organization that need to be data driven. And then we also have to look at some of the more qualitative aspects of what does it take to drive change, like, are we talking about a jello situation where you're going in and going back out? Are we talking about a situation where people are highly receptive to doing things differently? Some of the themes and particularly changes since 2020, a big one affecting a lot of organizations, whether we call it the great resignation or not, but the balance of power has shifted in terms of employees making choices about where they want to be. And so I challenge that many large organizations and in particular contact centers are dealing with the vacancy rate in roles that may be as high as 30%. So I have two clients right now that are down about 30% of people. And that puts enormous pressure on the organization and its ability to serve customers. To that end, there are two big themes that I've been working with a lot of clients on. One is the theme around, what if the customer isn't always right? And so how do you handle that? The first studies I've seen in years, probably as long as I've been working in customer experience, started coming out in the fall, illustrating a significant change in customer behavior, meaning, historically, customers really cared about that the agent I spoke with was friendly, were they pleasant, so we'll call that friendliness. And then they care about, is my question answered, or has my problem been resolved? The shift in the research over the past six months is that customers care much more about how fast something happens. So the friendliness isn't at the top anymore, although I'd say it's table stakes in most organizations, it's really how quickly can you get to my question, or get me an answer. And can you do it in the media that I choose to interact with you in? So can you do it by voice? Can you do it by self service? Can you do it by chat? What are the different ways that I can connect with you? So that's one huge arena. The second that combines the two, getting answers quickly, and then struggling with kind of making the workplace attractive for employees and making their roles easier. And so I'll call that the employee engagement or employee enablement tools. So in customer service, and contact center, lots and lots has been written and talked about around how artificial intelligence or AI is used in bots and self service so customers can do things themselves. The real frontier that I've been working with clients on for the past year, and I think it'll become bigger in the next two years, is really around how do you use that power to enable human-to-human interaction? So how do I help an agent, right, be as quick and effective with a customer that wants to interact by voice? Or they have a question or a challenge that's too complicated for the self service arena and so how do you deploy those tools on the market in a way that really makes the agent's job easier, and makes employees feel like they can succeed in a difficult environment, or ultimately make that environment better? So I'd say those are the two big ones that I've been working with folks on that I think are the trends that are here to stay for at least 2022 to 2024. Andi Simon: As a culture change expert, I'm curious, because I had one client who had a very bad help desk. And we actually suggested they go and make their folks remote before the pandemic. They were in a fabulous position when the pandemic hit. But the remote gave their staff a much better work environment and they lost the turnover. They speeded up the responses and they realized that having them come in and sit and wait and have to get things done in place was dysfunctional for this particular organization. They were an outsourced service provider, but what was important was that the people thought about it in terms of what mattered to them. Where did it matter that they work? What hours could they work, as opposed to a box that they had to fit into, and that autonomy and mastery. They needed something to motivate them to mobilize them to want to do t…

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    312: Amy Gardner—How Can A Great Law Firm Build Better Teams? Apr 25, 2022
    Show notes

    Hear how when teams work together, everybody succeeds You may have not paid much attention to the cultures inside law firms. Law firms are really no different than other firms. Some have strong cultures that seem to work smoothly. Others need a hand. One hand they often reach for is Amy Gardner, our interviewee in today's podcast. Amy is charming. A smart woman who has worked in law firms and now with them to help them reimagine their organizations and create teams that work better together than alone. In our conversation, you will hear ideas that are as relevant to your company or non-profit as they are to Amy's clients. As we all try to navigate our new work culture, her story is well worth a listen. Watch and listen to our conversation here It doesn't matter what type of company you have today—you need strong collaborative teams that are looking to help each other succeed No longer can we all be competing for position, power and promotions. Today, we have to find ways to talk to each other, build relationships, and know whom to trust and count on. That is what Amy does so well. Connect with her on LinkedIn, Facebook, Twitter, Instagram and her website Apochromatik, or email her at amy@apochromatik.com. Want to learn how to form better teams that work great together? Start here. Blog: How Storytelling Can Transform Your Culture And Energize Your Team Blog: How To Help Your Team Stop Mourning The Old And Love The New Podcast: Kathy D'Agostino—Can A Great Performance Coach Build Your Team And You? Additional resources for you My award-winning second book: Rethink: Smashing The Myths of Women in Business My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights Simon Associates Management Consultants Read the transcript of our podcast here Andi Simon: Welcome to On the Brink with Andi Simon. Hi, I'm Andi Simon. And as you know, I'm your host and your guide. And my job is to get you off the brink. And I can't do that any better than by bringing wonderful people to you. Amy Gardner is one today who's going to tell you about some major things you should think about as we come out of a pandemic. But you know, this is not easy, and everybody's brains are fighting it. You don't quite know how to do it so you're making it up, not quite well. And I always believe in over-determining success. So if you can overthink what we're doing a little bit and begin to plan for it, and realize that not everyone's going to do it exactly the way you want. Then all of a sudden, you're going to find new ideas, turning into great new ways to work together. Amy comes out of Chicago with lots of offices there looking for people to come back into them. I don't know, it's lonely at home, but it's easier. I have a client with 70 employees, all of whom don't want to commute, all kinds of things going on. But let me tell you about Amy so she can help you see, feel and think in new ways. That's our job because if you can see something and you can feel it, you'll decide, I can do that too. So that's what we want to share today. Amy Gardner is a certified career development and career transitions coach. She'll tell you about that, and she's a team development and leadership consultant. The company she's with is Apochromatik. And she's going to say that better than I have. Her work draws on her unique experience as a Dean of Students at the University of Chicago Law School, which is pretty cool. And a successful career practicing law. At first, as a big law litigation associate and later as an associate and then partner at a midsize photographer, she received her BA from Luther College, her JD from the University of Chicago Law School and her MA in public policy from Northwestern University. Amy's got great credentials for you today. But the most interesting part is that she's working with people like you right now to help them see, feel, and think in new ways. The times they are changing. Amy, thank you for joining me today. Amy Gardner: Thank you for having me. I'm so glad to be here. Andi Simon: It's such a pleasure to meet you. Please tell the audience who's Amy Gardner? What's your whole journey been like? And how does that bring us to where we are today? Amy Gardner: Well, I grew up in Ames, Iowa and my first jobs were working in Wisconsin delis, where I learned a lot about leadership and team development by running, wait for it, Big Kahuna Café at Noah's Ark Waterpark. America's largest waterpark, land of the free and home of the wave. It was a fantastic experience, actually. So after I graduated from Luther, I worked in political campaigns in Iowa before going to law school. And as you said, I graduated from law school and went straight into a large law firm. I worked at Skadden's Chicago office for just about five and a half, not quite six years. And then from there, I went to a midsize firm. And when the opportunity arose to return to my law school as the Dean of Students, I really viewed it as an opportunity to better prepare students for the practice of law in ways that an excellent classroom education doesn't necessarily cover. And as part of doing that work, I kept talking to law firms that were saying, Wow, this is really great and nice things that you're doing. So I was talking to law firms to get them to subsidize the things I was doing. And the firm would say, We need this, we need this. And so finally I decided, okay, here's this opportunity. And so initially, our work was focused on legal employers, but now we work with lots of different industries. And my husband and I founded Apochromatik five years ago and we've been married for just over 20 years. And today, I get to work with smart people every day. I get to work with teams that want to be better. And I get to work with lawyers who want to love their careers more. So it's a pretty good gig. Andi Simon: What a nice journey, what a nice balance. You know, learning comes from doing experientially as opposed from sitting in a classroom and hearing. And unless we've done it, we don't really know what it is. But these are very challenging times, I'm sure you're seeing. So tell us two things. One a little bit about what you do, how you do it, and a little bit about what you see going on in the markets today that can be helpful for others who are experiencing it. What do you do? Amy Gardner: So about half my time is spent with our one-on-one and small group mastermind-to-attorney clients. And then the other half of my time is spent working with teams. It doesn't matter who I'm working with, the approach is always first to listen, to understand where people are coming from, and then to really collaborate with them to create solutions. And you know, when you're coaching an attorney on their career, you might be using a strictly coaching approach. But when it comes time to tell them what to do with their résumé, you're not coaching them, you're being very directive. And with a team, you're trying to understand the issues. The issues are often not what appears on the surface. And then you're working with the team members to improve the situation for everyone. And sometimes that involves one-on-one coaching with some leaders. Other times, it involves a series of group workshops, but it's fun, because you can see the results of your work. And because you never know. When Keith and I are doing a workshop together, I often comment that it's a lot like riding a bucking bronco, right? You know in your mind how it might go and you've seen it before, but it's always going to be a different experience. And at the end, the goal is really just for the team to achieve their goals. Andi Simon: So as I'm listening, I'm thinking about my own leadership academy, I have several. And in the process, the word "team" comes up often. But folks, fascinatingly enough, they may have played on a soccer team, or lacrosse team or a football team, but they're all different teams. And I use the metaphor of sports because it resonates. But I have a hunch, you see the difficulties without a general manager or coach or a model for people to know what it is. What is the goal? Why are we doing this? And on the other hand, being an anthropologist, I tell them, You can't solo it, unless you have a group, call it a team, you can't get anywhere. Humans can't do it alone. Maybe a little but not really. How do you build the right kinds of teams? Amy Gardner: Well, to start, I think one thing that occurred to me as you were talking is, I don't know if you know Michael Hyatt, but he's been really influential on our business and very helpful. And Michael often says, Vision leaks. What we often see is that we might talk with the leaders of a team and say, what are the team's goals? and they can recite them in their sleep. But the average team member may feel as though the only real goal is to bring in more revenue, cut costs, and bring in more money. And so you really have to start with, what is the vision, and some of that is, of course, going to be handed down. But other vision needs to come from the people on the team. And because you can do all the trust exercises and communication exercises in the world, but if people aren't working toward at least some common goals that are a little bit more motivating than helping someone else become wealthier, they're not really going to get anywhere. Andi Simon: That's an interesting way to talk about purpose and mission. Amy Gardner: I remember when I was practicing law, I had a client where I had to keep going to New York every three weeks for this particular case. And it was a great case. But I was sitting at LaGuardia all the time. And the client made a comment to me that maybe he should name a condo for me. And I said, What do you mean? And he said, Well, every time we get a disbursement from this fund, my wife and I buy another condo because we're sort of building a compound of properties down in Florida. And I was like, wait, I'm spending...of course I was being compensated well for this, right? but you're thinking, I spent how many hours on the tarmac at LaGuardia and you're telling me that that's what this is about? I mean, it just has to be more motivating than that, right? And different things are motivating to different people. But you have to understand the members of the team, why they get up in the morning and who they are and what they have to offer. Andi Simon: Well, but I'm laughing because often we really aren't sure what our job is, or its purpose and meaning. There's a huge great resignation right now, a huge discussion about young people wanting purpose. They don't just want profits. And I'm not quite sure, we haven't figured out that the young people are just telling others what it is that people really want, which is to have a purpose in life beyond simply a job. And it isn't working for someone, it is working with them. And what does that actually mean? So you have a really big business here. Are there some illustrative cases where you can show like the before and after or some of the challenges that you're facing? Because, you know, people have to visualize, not envision it, but visualize it because that's how we decide with our eyes and your stories, very powerful stories to share. Amy Gardner: So let's talk about a team that we worked with not too long ago where we were approached because the new leader had inherited a team that was doing great in many respects, but he discovered they'd never had any sort of team development, nothing formal, never had a retreat, nothing like that. And so initially, our charge was just to come in and do something so that the team understands it's a new day and the new leader really cares about this development. But everything's great. So as we start talking to people, we learn that in fact, there are a couple members of this, again, very high functioning team in a very well known company, who these two members hadn't spoken to in 10 years. And I mean, imagine if you are in a large company, and you are a senior leadership team and two members don't speak. It doesn't matter how great the numbers are, and how lovely the human beings are but, there's still that what is happening here. And there had been a recent situation where the communication was so siloed, that one person is sitting in a meeting, and overhears the engineering team talking about a new development and realizes or should have realized they better talk to the IP folks but doesn't connect them. Because it just doesn't occur. And none of these were disasters, right? It's kind of like, oh, yeah, they didn't let us know, now we got to scramble. Oh, yeah, those two don't talk. But whatever, it's their deal. But when you can get to the root causes, and when you can address those things that just brings in a new lightness. It just makes people happier logging out for those interminable zoom meetings, right? If it's people that you actually don't mind spending time with, and you understand where they're coming from, and it was great because at the end of the engagement, we were told it was a resounding success. And more than that, we also saw just how people were talking when we did an icebreaker. The very first of four workshops, people had no engagement, like wondering, Why do we have to do this. And by the end, people are excited. On their own, people had come up with a schedule so everybody would have coffee with everybody else at least once a quarter to get to know each other better. All these sorts of things that we all know in our heads we should be doing, but you get so busy with all the meetings and all the things that you can check off your to-do list, that so often it's those personal relationships, and the developing the team and developing the leadership within the team that just gets set aside for the next quarter, right? Andi Simon: Let's dig into this a little bit because we do a lot of cultural change work. Humans have only survived because of groups. It's a really interesting phenomenon, set people off on their own in the wilderness, and they don't quite know what to do. But you know, you put them in these cubicles, or these jobs, and they really don't know what to do either. They do what they do to keep their job and to feel they have some reason for being there. You went to LaGuardia and sat on the tarmac, you weren't quite sure the purpose or the meaning. But you did it, you made a nice income. And that seemed to be what the job was supposed to be. But now we're at a point where people are asking some profound questions, particularly as we're coming back from being remote. Particularly, Why are we together? And why is being remote so unhealthy for humans, because it is. The incidence of illness goes up, and that's not just COVID. People experience anger, loneliness that turns into all kinds of psychological and behavioral health issues. We're supposed to be critters, we're herd animals. We're supposed to hang out together, supposed to tell stories with each other. But the trend is now to begin to see this as valuable, not incidental. And now the question is, well, it's valuable, but I don't know how to do it. You don't know how to talk to each other. You don't know how to set up some time to have coffee together. It's like we're working with a bunch of children, as opposed to grownups. They need new habits to be formed. An…

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    311: Gillian Tett—Why Can A Little Anthropology Help You And Your Business Grow? Apr 18, 2022
    Show notes

    Hear how anthropology can send your business zooming to the top I love to read the Financial Times. It provides a very different perspective of the world from our US papers. As I was browsing recently, I came upon a story about Gillian Tett, FT's US Managing Editor, and her new book, Anthro-Vision. Curious as I am, my question was, What is a journalist doing writing a book about anthropology, and promoting AI (Anthropology Intelligence)? My joyful discovery was that Gillian is an anthropologist who became a journalist, a bit by chance and then by design. Her book is about the power of observation. Whether in Tajikistan as an aspiring anthropologist studying marriage rituals or reporting on a major conference before the financial crisis of 2008, she mastered the art of listening to the stories being told, the resistance to change that people demonstrate, and the wisdom an anthropologist can offer—if only others are willing to listen. As a fellow anthropologist, I am fascinated and I know you will be too. Enjoy. Watch and listen to our conversation here As anthropologists, our job is to see what is unseen Anthropologists love to observe, and by capturing the real lives of people, we offer insights that other data capture methods might complement or even might ignore. We know that people don't really know what they are doing and often tell you what they think you want to hear. It's their stories that offer opportunities to better ascertain the meaning of their daily lives and see the patterns that their cultures command. In Gillian's book Anthro-Vision, there are wonderful stories about how cell phones have become the way in which kids growing up in the pandemic have built social lives, and why this is probably not going away. There is a great story about Bad Babysitters and how an anthropologist could open up their eyes to why they were messaging incorrectly to potential customers. She and I spoke at length about the social silence that gives us a view into what people are thinking. You will enjoy listening to her and love her book as I did. Our interview was at times deep and at others filled with humor, as we shared our journeys and who we are, not what we do. You can contact with Gillian onn LinkedIn. Gillian's 5 big ways Anthropology Intelligence (AI) could help you: Recognize that we are all creatures of our environments. Accept that there is no natural cultural frame. As humans, we create this diversity. Find ways to immerse ourselves in the minds and lives of others to gain empathy. Look at ourselves through the lens of an outsider to see ourselves more clearly. Listen to what is not said, that social silence. To learn more about how we at SAMC apply corporate anthropology to businesses to help them get off the brink and soar, read the first chapter of my book, On the Brink: A Fresh Lens to Take Your Business to New Heights. For a deeper dive into anthropology and how it can help your business thrive: Blog: Will You Adapt Or Die? How Cultural Anthropology Can Transform Your Business Strategy Blog: What is Corporate Anthropology and Why Should I Try It? Podcast: Rita Denny—Maybe You Need Anthropology To See Yourself In New Ways Additional resources for you My award-winning second book: Rethink: Smashing The Myths of Women in Business My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights Simon Associates Management Consultants Read the transcript of our podcast here Andi Simon: Welcome to On the Brink with Andi Simon. Hi, I'm Andi Simon. I'm your host and your guide and my job is to get you off the brink. So I try to find people who are going to give you a fresh perspective, see things through a clear lens. Let's just step back and take a moment to be a little anthropological and begin to understand that you really don't know what's happening until you pause and think about it differently. And as you know, in my books, I help you see things through the eyes of my clients who all got stuck or stalled because their stories were so great that they couldn't see all the things that were going on around them. And that's why a little anthropology can help you change, grow and your companies get unstuck. As you know, I myself am a corporate anthropologist, which is why I'm so excited to bring to you today's guest. Today, Gillian Tett is with me. Let me tell you about why she's so special, and why you're going to enjoy watching her or listening to her. Listen carefully to the stories she has to tell. Gillian serves as the Chair of the Editorial Board and Editor at Large in the US of the Financial Times. Forgive me for reading this, but it's very important that you hear it. She writes weekly columns covering a range of economic, financial, political and social issues. She's also the co-founder of Financial Times Moral Money, a twice weekly newsletter that tracks the ESG revolution in business and finance, which has since grown to be a staple FT product. In 2020, Moral Money was the SABEW best newsletter. I'll tell you, it's a great newsletter. Previously, Gillian was a Financial Times US managing editor. And she's also served as assistant editor for the Financial Times markets coverage, and a lot of other things of great importance. I love to read theFinancial Times and I bet you do as well. She's the author of The Silo Effect, which looks at the global economy and financial system through the lens of cultural anthropology. She's also authored Fool's Gold: How Unrestrained Greed Corrupted a Dream, Shattered Global Markets and Unleashed Catastrophe, a 2009 New York Times bestseller and Financial Book of the Year at the inaugural Spirits Book Awards. I must tell you she has written really good books. I brought her here today because she has a new book out called Anthro-Vision. And as you might imagine, it touched me and my heart. And I read right through it. I couldn't stop because it was all about how, what she's calling AI, not artificial intelligence, but anthropological intelligence, more intelligence and a whole new perspective. And what I would like you to understand is how a little anthropology can, in fact, help you and your business see things through a fresh lens and why it's so important. Gillian, thank you for joining me today. Gillian Tett: Well, thank you for interviewing me. And it sounds like we not only have a lot in common, but a lot to learn from each other. I'm interested in your own career and your own story because it sounds fascinating. Andi Simon: Well, I have enjoyed reading about yours. But I'd like you to tell the listeners or the audience about who Gillian is because you've had a great journey that's taken you to many places. And as an anthropologist, I smiled. Just a little aside, I took my daughters when they were four and five to Greece to study Greek women. And I know you'd appreciate this, I learned a whole lot about the Greek woman through my children. I'm not sure what my children learned, but they still love me. And so that's all that matters. Tell us about yourself. Gillian Tett: Anyone who reads my biography would think that I'm thoroughly weird. That has been the reaction of many business leaders, political leaders, economists, grown-ups who pretend to run the world, when they hear about my background because most people who work in high finance or business assume that if you're going to be a journalist writing about them, you should have a PhD in economics or an MBA, or some kind of training in quantitative intellectual pursuits. And my background is actually in cultural anthropology. And I did a BA and then a PhD at Cambridge University in the UK. And what anthropology really is about is looking at human cultures and systems, and what makes people and societies tick, not just in terms of the obvious things that we recognize, but most importantly, the things that we tend to ignore around us all the time. Just like psychologists look at our hidden biases in our brains, anthropologists look at our hidden biases and patterns and assumptions in society. So in my case, I went into anthropology because I was fascinated by the rest of the world. I've always loved to explore and travel. And as a child, I dreamed of going to wacky weird places or places that seem weird to me. But like Indiana Jones, if you like the intellectual world, and cultural anthropology pretty much came out of that impetus in Victorian England, the idea that people would go off to other cultures to find the essence of what it meant to be human. And a lot of what anthropologists did in that way mid-century was indeed to go and travel. That's changed a lot in the 21st century. I'll come on to that in a moment. But I went off in my case to a place called Soviet Tajikistan in 1989. And I spent about a year and a half of my life up in the high mountains in Tajikistan living with a group of wonderful villages. I imagine most people listening are saying, I've got no idea where Tajikistan is on the map, or what it's like there. But basically, if you imagine the scenes you might have seen of Afghanistan on the news, and take out the black veils and put on very brightly colored clothes, then you roughly have the idea of what my village was like. It was in the high, high mountains of the Hindu Kush. And I was studying Tajik wedding rituals there. But I wasn't just studying wedding rituals, I was looking at these rituals and symbols and ceremonies, and all the economic exchanges associated with weddings as a key to try and understand how the Soviet Tajiks reconciled their identities of being Islamic and communist at the same time. Now, after I did my PhD, I then left Tajikistan. I actually became a journalist, originally a war reporter. And then I joined the FT and became an economics correspondent. And for the first few years, it felt as if all my training in cultural studies was completely irrelevant. But it's funny how life works. Because a few years after I started writing about finance, I suddenly realized that actually human beings are humans wherever they are. And in just the same way that I went studying Tajikistan wedding rituals in the Hindu Kush, and looked at how they use symbols and ceremonies to express ideas about their world. To give you an example, two investment bankers get together for gigantic ritualistic ceremonies called investment banking conferences, where they have all kinds of rituals like PowerPoints, and bar meetings, and golf tours. And those rituals and ceremonies and symbols also create social networks, and express all kinds of assumptions which could and should be studied through an anthropologist lens. So the latter part of my career has been all about trying to use this anthropological vision, and apply it to the world of business and finance and economics. And frankly, I think it's something that anybody could benefit from, particularly now, given that COVID has ripped up our normal lives and has thrown us all into culture shock. And we can all benefit by thinking about what makes us really tick. Andi Simon: When you think about that, you in your book play out some of the stories in there. You've provided us with a broad range of fascinating illustrations of the application of anthropology to different situations. Whether it was to a childcare center that wasn't doing well, or getting into pet care, or to the economic crisis of 2008 or what happened with Cambridge analytics, give us some illustrations, some case studies that are some of your favorites. The reason I ask is that, as you were describing, I could imagine being in the highlands of Russia. I took my kids to see what it was like to be a woman in Greece, and I studied the Greek immigrants and they returned to migration. But if you haven't done that, there's no way you know what it's like. And when you do it in modern society, in our businesses, people say, Well, what do you really do? I say, Well, I hang out a lot. And I listen a lot. And I'm looking for all the gaps that are on the sides of what people assume to be true. The only truth is, there's no truth, I tell people, and then they get really frustrated because it's all an illusion that we're living. So some illustrations, some great stories that you enjoy sharing about the ones that really make a difference. Gillian Tett: Well, one of the problems with anthropology and trying to communicate it in a corporate setting is that the corporate world likes to see things in shades of black and white, and things on PowerPoints. And anthropologists say, well life is grey and subtle and often contradictory. And in reality it is, that's really the only way to understand situations. But it's not always easy to boil down into a single chart. But for me, one of the most important moments in my own career was when I realized that actually the same tools I looked at Tajikistan weddings with in terms of analyzing and symbols could and should be applied to investment banking conferences. I went down to the Mediterranean in 2005 to an event called the European Securitization Board and looked at those rituals as if I was seeing them like an anthropologist. It showed me that the bankers that were engaged in that securitization business back in 2005 had all kinds of assumptions that they were barely aware of themselves which were distorting their vision of finance quite significantly and laying the seeds for the subsequent 2008 financial crisis. So when I looked at the bankers at play in their conference, I can see that they were a tribe set apart with a strong sense of their own identity. And like any social group that has a tight network, that was birthed and being reflected and reproduced in the banking conference. And they had a creation mythology. You know, every group has a creation mythology. Their creation mythology was that perfectly liquid markets, so called liquefaction of financial markets, was the ultimate perfect gold, the Holy Grail. And they were so addicted to this idea of a perfect free market. So they kind of failed to see all the contradictions in their creation mythology, like the fact that, although they were creating these innovations supposedly to make markets more innovative and more safe and more prone to perfect trading, most of these new products were so complex, they weren't being traded at all. And they weren't even able to value them with free market prices. Because it wasn't at the market prices, they had these models, the tools they were using to disburse risk were actually introducing new risks in the system because they were too complex for people to know where the risks were. And they said that these tools were done entirely to help people. But there were no faces in their PowerPoints. It was all Greek letters that indicated it wasn't just an accident that there were no faces. And their PowerPoints reflected a mentality that the end user had been kind of screened out of the way they saw finance. And you can say, well, that's kind of a pity. But actually, it had a really practical implication because what it meant was that the people creating new financial products were so caught up with the creation process, they couldn't actually see how the products were being used on the ground at the end of the financial chain. There's a wonderful scene in the movie, The Big Short, where a hedge fund trader goes and meets a pole dancer in Florida. Great scene. The financier, the hedge fund guy, goes, Holy crap, these people are doing this with subprime mortgages. And it was a real shock. And the thing that was shocking was not the fact that subprime mortgages were being used and abused on the ground, it was the fact…

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    310: Riley Jarvis—Finding Sleep Making You Sleepless? Learn How To Enjoy Sleep Again Apr 11, 2022
    Show notes

    Hear how sleep affects every aspect of your work and your life I had the pleasure of meeting Riley Jarvis and learning all about his sleep program. Sleep doesn't come easily to me—or to lots of people. And staying asleep is often a challenge. Riley struggled with his own health and well-being, then discovered that sleep was the answer to his health issues. As you listen to his story, you are going to want to know more. Definitely listen in enjoy! Watch and listen to our conversation here The way you live every day is closely connected to how you sleep every night. These two things are not separate or disconnected. How you prepare for sleep, quiet your mind and body, and move into a restful period is of critical importance to how well you will sleep. Listen to our discussion and learn more. Perhaps you too can find a solution to your well-being in Riley's approach to sleep. You can get in touch with Riley via LinkedIn, his blog and his website The Sleep Consultant, or email him at riley@thesleepconsultant.com. Need some help taking better care of yourself? Here are some suggestions Blog: 5 Ways You Can Find Happiness And Joy In These Turbulent Times Podcast: Rebecca Morrison—Women, Are You Ready To Find Your Happiness? Is It All Around You? Podcast: Meg Nocero—Can You Feel Joy As You Rethink Your Life? Additional resources for you My award-winning second book: Rethink: Smashing The Myths of Women in Business My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights Simon Associates Management Consultants Read the transcript of our podcast here Andi Simon: Welcome to On the Brink with Andi Simon. I'm Andi Simon, I'm your host and your guide and I go looking for people who are going to help you get off the brink. Remember, our job is to help you see and feel and think about things through a fresh lens. So I'm an anthropologist. I help people change, whether it's as an executive coach or consultant in your business. I help you see what's all around you that your mind might be fighting because it doesn't quite fit into the story that's there. Today, I have Riley Jarvis with us from Ottawa. People come from across the world to be on our podcast. It's so much fun. In fact, you've taken our podcast to the top 5% of global podcasts. I'm proud of it. We've also published our 300th podcast. That means four years of doing lots of good stuff. I know Riley has his own podcast, and I was on his. But today we're going to talk about Riley. So let me tell you a little bit about him and then he will tell you his own journey. We're going to talk today about something you're not going to do today, which is sleep, which is really important. Riley is the founder and CEO of TheSleepConsultant.com. It's an organization that helps CEOs, entrepreneurs, and high performance business people transform their sleep to significantly improve their day, their life. You don't realize that the two are connected but they're actually all one and you are alone both at night and in person. He started this through his own health journey. And he discovered that sleep was the missing link that brought everything together. It's an interesting story. After hacking his own biology by learning from top doctors in the field, and furthering his own education on the subject, he developed the state of the art approach. He will tell you about his 10 tips and tricks to help you, as well as that get at the root of the issue. Now we all know that as we have matured, at times, sleep isn't easy. And at times at two in the morning, we're wandering around the house wondering, how do I get back to sleep? I'm sorry, but it is hard. Riley had a background in the finance industry. He's been seeing firsthand the consequences of sleep deprivation. And that means that you can listen today and know he's got something to get you off the brink. I want you to soar. So by the time we're done with our time together, you're going to say, oh, Riley, how do you help me sleep? And why should I? I have a hunch you know why. Riley, thank you for joining me today. Riley Jarvis: Thank you so much, Andrea. It's a pleasure to be here. Andi Simon: Tell the listeners your story. It's a great story. But I also know that until they hear it, they're not quite sure who is Riley and why should I listen to him. So credential yourself. Who are you? Riley Jarvis: Oh, thank you so much. I really appreciate the kind intro. So a little bit about me. I'm the CEO of The Sleep Consultant. And yeah, like Andrea said, I help CEOs, entrepreneurs, high performers, really optimize your sleep, get more done in the day, by optimizing the time that they do sleep into deeper wave sleep patterns. Sleep translates into every single thing that we do. How we feel, the relationships we have, our focus, productivity, and if you're really able to get your sleep down, opposed to hustling to get more done, you can actually retain better focus, better memory, make better decisions, and you can just see it all through your personal and professional lives as I've done with many clients. But starting with my story, well we'll get back to this. It all started many many years ago when I was working in the finance industry and that's what I went to school for. I was working at private equity and kind of the investment banking world and I mean the hours as anybody knows are very arduous, waking up, getting to work at about 7am and working till 10pm until the deal was closed. It was just day in, day out, grinding sometimes 12 to 18 hours a day. And it's kind of only the top 1% survive and you have to be on your mental and physical peak in order to maintain that. But, I just couldn't do it anymore and I was in my early 20s at the time. That's usually when we think as a young healthy male, when you have the energy to do all that. But, there was something happening with me where I was making clumsy mistakes. I didn't have the energy. I just had constant brain fog and it just went on and on. Long story short, I ended up having to be let go because I didn't know what was going on. I felt like a shell of my former self. I was pretty good in school and I was a good worker and everything was going good up until that point. So I was forced to leave. I was forced to drop the classes and my health started to deteriorate pretty quickly. When I went to the doctor specialist, they really couldn't give me an answer. The general practitioner referred me to all these different doctors. Anyway, months later I went to the gastroenterologist and it turns out I had Crohn's disease, which is inflammation of the bowels and all throughout your body. It was pretty bad to me. It was causing me to lose weight, lose muscle and energy, have brain fog and all these things that were going on. And the inflammation that was inside my bowels was actually quite bad at the time and the side effects of the medication that they were giving me were actually making me feel worse. To put that in perspective, for me to write down a paragraph that actually made coherent sense, it took me about 5 to 10 minutes. And I just remember looking back and thinking I don't know how I function or operate in the world at the time. I was bedridden, essentially, collecting massive piles of debt. So I basically had to take my health into my own hands with my back against the wall. And the way I did that was studying. I didn't really know what was the answer yet, but studying health, all the systems inside of my biology, like how does it work on a deep, deep level. Then I started investing in a lot of private, natural doctors, functional medicine doctors around the world. I spent tens of thousands of dollars. And then sure enough, it was kind of month by month, year by year, I slowly started to see improvements. And everything started to get better. My brain fog lifted, my energy lifted. And then I remember getting to the topic of sleep. I'm like, let's give this a shot. So I started sleeping a little bit better. And I had a sleep tracker at the time. And sure enough, I felt amazing the next day, and I was tracking all this. I was kind of a nerd with all the data and put into my book and then on an Excel sheet. I mean, as a finance guy, I'm a numbers guy. So of course, I'm going to have to do that. And yeah, sleep was the one thing that really transformed everything. And then sure enough, so the last five years. Andi Simon: So, did you discover that on your own or was there a physician that helped you with it, or shaman? You got a lot of self reflection on your part. Riley Jarvis: I think it was just a lot of self reflection on my part because I grouped it. I was looking at my hormones, my brain neurotransmitters, my gut and all these different things. And eventually I knew it was like, okay, on this month, I'm going to focus on sleep. And then you track what those improvements would be. And those were higher than any other thing that I was doing before. And it turned out because my body wasn't sleeping, restoring itself. And because the inflammation that was inside of me, better sleep really helped repair and recover that. So as a result, fast forward to today, for the last five years, the Crohn's has been in 100%, complete remission. Doctors don't know why, when I go to see them, they don't know how to make sense of it. So it's kind of a joke that I have with myself. But now I mean, that's my story. And that's where I had a disease state. And I hope to inspire other people through my story. People won't be on the extreme, but I want to show them that even if they feel tired, even if they're looking to improve their performance, they can absolutely do it with their sleep. Sleep is one part that is so neglected. As a society, we're always talking about how it's a hustle culture. Why would we sleep when we can sleep less and get more done. Drink coffee, get on with it, if we feel wired at nighttime, drink alcohol or sleeping pills. It's just a lot of these things to mask a deeper problem that's going on. But in an ideal world, we wouldn't need any of this if our body was operating as it should. I mean, if you kind of go to the root of what was actually coming from it for every person, it's a little bit different. So that's where I help people now through my story. And I take people's results pretty personally because it's just so interesting to see different people from walks of life. Sleep is that one thing that everybody needs, that nobody can escape from. It's one of the things that you have to do. Like you have to pay taxes, you have to sleep. And eventually, one day, you'll be in the grave, right? Those are the three things you can guarantee within your life. So why not optimize sleep, something you can do anyway. And what's amazing with sleep, it's not a drastic change to your existing lifestyle. I mean, if you look at your diet, like changing your diet drastically to lose all these pounds, if that's your goal, that's a lot of work. Going to the gym is a lot of work. But sleep is something you're doing already anyway. And I've had people who have lost like 60 pounds just from fixing their sleep alone, without changing any other routines, just because metabolism goes up. And that's just one example of many, but it's just amazing the power of sleep. Andi Simon: Pause for a second Riley because I'm reflecting as you're talking. I want the listeners or the audience to think about things that they have seen or heard so they can make this extremely relevant beyond themselves. We're involved in Washington University in St. Louis. We donated a room in the new athletic facility and the athletic director, Anthony, changed it from a study room to a resting room. He gave it a good name, better than I call it. What he found was that many of the athletes were proud of how little sleep they had. And so what he did was he changed the whole story, the whole narrative. So that rest was good. And sleep was good. And he didn't want to hear about how little they had because it impacted their performance. He also put in yoga, meditation, mindfulness, mind body balance, and their performances all rose as they began to sleep. So just to add a little to your story about us in very awful ways, because they were proud of it and celebrated how little they could get by with. This was stoic and wonderful. This was killing them. So your program as it evolved, did it just come aboard? How much science is there here? And how much Riley is there here? Riley Jarvis: That's a really good question. So yes, it did evolve over time. It's kind of a work in progress over the last five years, because it started out helping people with sleep. It was just sort of local friends and then it was their parents, and then friends of friends. I kind of got a local name for myself, but then it expanded nationally. And now it's worldwide helping people virtually, in group settings, or in 1-on-1-based settings. It is a science. It's really nice that I don't do all the work myself and I can lean on science a little bit. So that's one piece of it. But a lot of it is with myself too. And on an applicable level because yes, science will tell you what you should do, but it's not always applicable to people's lives. And this is where you have to make it very easy for people to have bite sized pieces, and make it fit into their model of the way they live their day-to-day life. Maybe they're so busy in the daytime with work, and afterwards, they just don't have any hours in the day. And so it's like, okay, we'll just make the most amount of time that you have, like for any 5, 10 minute pockets during your day, but other people will have more time. And sometimes those people get fast results. And that's okay, too. It just all depends where people are at. So you have to meet them where they're at, and then guide them along the way. Andi Simon: When you're working with them, is each person unique or are there similarities and patterns that you begin to uncover? Or is it in their story? Is it about the habits before you go to sleep that we read about: take that hot bath, don't get in front of the screen, you don't want to see all kinds of how you use it. I love to meditate before sleep. I find it really puts me into a deep sleep. And my Sleep Number bed tells me my heart rate variability goes way up and I'm healthy. I meditate before I sleep. What kinds of passive practices do you use? What kind of processes and what kind of recommendations? How do you find it? Is it unique? Are there patterns? Riley Jarvis: Yeah, that's a really good question. So it's both actually. So there's a lot of overlap in between. So there are patterns and processes I do with everybody. But it all starts with the initial call with them telling me what they're going through and what their background is. And based on what they tell me, I'm sort of looking at everything under the hood of their biology. Seeing things like what's going on at a hormone level, what's happening inside of their brain, what's happening here, and then based on that I'm going to custom tailor their protocol. Accordingly, I would say usually, about 50% of the program, regardless when it comes to sleep, is common across the board. And then you know, the next 50%, we're going to custom tailor based on what somebody needs. How long have they been suffering for? Somebody who's in their 20s and they're looking to…

    Full show notes at the publisher

    309: Kim Graham Lee—How To Build A Culture Where Men And Women Truly Support Each Other Apr 04, 2022
    Show notes

    Hear how to build a culture that values men and women

    There are times when you are fortunate to meet exceptional women. Kim Graham Lee is one wonderful woman who is moving in a very important direction — how to build allyship for men and women. Kim is the CEO of Integrating Women Leaders (IWL) which is joining with Women Business Collaborative, of which I am a member, to conduct the first nationally-focused study to measure the practice of allyship with women in corporate America today. The primary focus of IWL's 2022 benchmark study is to take stock of where we are in building better cultures where men and women can support each other. This is truly groundbreaking...please plan to listen.

    Watch and listen to our conversation here

    When women are in leadership roles, companies do better

    Yet for women to move into corporate leadership roles is often a challenge. Women do not need to be "fixed." Rather, they need business environments where they can bring their "whole selves" into the workplace, and find a culture where they are respected, heard and followed.

    This podcast will tell you more about the research that's underway and how you can join in the project. If you want your company to participate, that's fantastic. You just need to provide a sample of 100 people (50 men and 50 women). To start the survey, click on the image below. You'll find that you can learn a great deal about your organization and how your culture is fostering a place where men and women work together to build better, or not. How are you creating a place for men to be allies of women? You can also take the survey as an individual.

    The results will be made available June 9, 2022 at the 2022 IWL Women's Leadership Conference. For more information, check out IWL's website: www.iwlfoundation.org.

    To take the IWL survey, click below

    Get in touch with Kim

    You can contact Kim via LinkedIn,Twitter and her website iwlfoundation.org, or email her at kgrahamlee@iwlfoundation.org.

    Is your culture working or broken? Do you even know? Here's a place to start:

    • Blog: How's Your Culture? Doing Fine Or In Drastic Need Of An Overhaul?
    • Blog: Need To Change Your Organization's Culture? 6 Best Ways To Do It.
    • Podcast: Tristan White—A Great Place To Work Starts With A Great Culture

    Additional resources for you

    • My best-selling second book: Rethink: Smashing The Myths of Women in Business
    • My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights
    • Simon Associates Management Consultants

    308: Sumit Gupta—How Can You Change The Lies And Tall Tales Handcuffing You Today? Mar 28, 2022
    Show notes

    Hear how to discover what really matters to you At times, my podcast, On the Brink with Andi Simon, brings me guests whom I would never have had the opportunity to meet otherwise. Sumit Gupta is one such person. As you listen to his story, you too are going to say, "Wow." What an interesting journey he has had. How has he been able to succeed, rethink himself and his career, focus on new directions, and succeed again? What does success mean, anyhow? He answers these and many more questions. Listen in!

    Watch and listen to our conversation here

    Ask yourself, "What does matter to me?"

    And then wonder if you are focused on those things and working toward actualizing them.

    Sumit is very interested in sharing with you his perspective and learnings about a deeper sense of what matters to each of us. He teaches us how to find that truth through our awareness of who we are and what is important to our well-being and our identity. Here are some of the areas we discuss:

    • Somatic awareness, somatic practices and somatic opening, and how they reside within a social context
    • Practices that help you take action toward your future
    • Embodied habits, beliefs and ways of relating that no longer serve you, yet historically were trying to take care of you
    • New somatic practices that help you transform these habits
    • A deeper realization of what embodiment has to do with change, connection, choice and action

    At SAMC, we too help people find their purpose

    As we work with clients about their self-care and developing their well-being, we're realizing that Sumit's approach is extremely valuable for all of us trying to balance work, life, and spiritual and social meaning. You can contact Sumit on LinkedIn, Twitter or his website deployyourself.com. Visit his blogs at sumitgupta.dev and his photography portfolio at sumit4allphotography.com

    Searching for meaning in your life? Here are some helpful places to start

    • Blog: 5 Ways You Can Find Happiness And Joy In These Turbulent Times
    • Podcast: Meg Nocero—Can You Feel Joy As You Rethink Your Life?
    • Podcast: Elisa Spain—How To Create A Post-Career Life With Meaning

    Additional resources for you

    • My best-selling second book: Rethink: Smashing The Myths of Women in Business
    • My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights
    • Simon Associates Management Consultants

    307: Rebecca Morrison—Women, Are You Ready To Find Your Happiness? Is It All Around You? Mar 21, 2022
    Show notes

    Hear how to find your own true happiness Each podcast is a story for our guest to share with you, our audience, so you can "see, feel and think" in new ways. Today's podcast is with Rebecca "Becky" Morrison. She shares with you a recurring theme which we have found with many of our own clients: success is not what it is meant to be. Happiness, that thing we all aspire to achieve, is somewhere beyond the job, the career, and even the home life you have built for yourself and your family. But where is happiness? And how do you find it? Becky has great answers, which I know will speak to you. Watch and listen to our conversation here In our conversation, Becky and I talk about her discovering: Happiness is for every day, not just someday. Happiness is for everyone. You, yes YOU, were born to be happy. Happiness and challenge are NOT mutually exclusive. Happiness isn't one-size-fits-all. You have your own happiness recipe which will change as your life does. Her recipe, captured in her book, The Happiness Recipe, is all about simplifying your life. Some of these themes echo our own work at SAMC with the Challenge of Taking Care of You. I love Becky's ideas about decluttering your day. Eliminate the painful "should" and "have-to's." Refocus on what matters. But what matters to you? For our clients, it is often the elusive sense of purpose and meaning. For you, it could be personal well-being or belonging to a community that helps each other enjoy life. Maybe it is hiking, or being still, or spending more time with your children and their children. About Rebecca Morrison Rebecca C. Morrison is a mom, wife and lawyer turned happiness coach. A graduate of Wellesley College and Georgetown Law, she also received an executive coaching certification from UC Berkeley. Having worked in finance and Big Law for over 20 years before starting a business doing what she loves, she now helps other people become happier and more successful by applying the principles of priority-aligned living. You can connect with Rebecca on LinkedIn, her website untanglehappiness.com or her email: becky@untanglehappiness.com. Searching for that thing called happiness? Here are some places to start Blog: 5 Ways You Can Find Happiness And Joy In These Turbulent Times Blog: Stuck or Stalled? The Time is Right to Rethink Your Journey Podcast: Meg Nocero—Can You Feel Joy As You Rethink Your Life? Additional resources for you My best-selling new book: Rethink: Smashing The Myths of Women in Business My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights Simon Associates Management Consultants website Read the transcript of our podcast here Andi Simon: Hi and welcome to On the Brink: A fresh lens to take you and your business to new heights. I'm Andi Simon, I'm your host and your guide. And as you know, my job is to help get you off the brink. And I must tell you, I have listeners who come from across the globe who say to me, You have no idea how that little kernel of an idea transformed my life. It's interesting because sharing all of these wonderful ideas, particularly coming out of the pandemic, coming through a changing time, and I never want to waste a crisis, it's important for us to realize that there are new ideas out there that can help us. And why not learn more about them. Who knows how they can help you? So I have the honor today to bring to you Rebecca, Becky, Morrison, and Becky has a new book out. She'll tell you all about how to untangle happiness and find it. But I also want to tell you a little bit about her, her own bio, her background, because she didn't jump off the ship and say, Here I am, I'm going to help you with happiness. She went through a journey that reflects so much of what I'm finding with my coaching, my executive coaching of women reaching a place where they're successful. And it's not enough. Men too, they reach a place in their careers and they wonder, Isn't there anything more? So we're going to talk today about finding purpose, finding happiness, finding what's missing. That little link that doesn't seem right. A little bit more about Becky. Rebecca Morrison is a mom, a wife, a lawyer, turned happiness coach. She is a graduate of Wellesley College and Georgetown Law. She also received an executive coaching certification from UC Berkeley. She worked in finance and big law for over 20 years. And she reflects, as so many of my clients who have been very successful, and then they said there is more to it. She spends her days helping clients uncover their own happiness recipe. The book is called The Happiness Recipe. And by applying the principles of priority-aligned living, she's thrilled to share them with you all as part of the book. Becky, thank you for coming along. It's been so much fun meeting you. Becky Morrison: Thank you, Andi, I'm really excited to be here and talk about obviously one of my favorite topics with you and your listeners. Andi Simon: Well, I think the first thing we're going to do is, who is Becky Morrison? What's your journey? Your story is a wonderful one but it also reflects an enormous population of folks out there who are following very much the same footsteps and wondering, really, what is this all about? And I can't tell you how many attorneys I've met at gatherings over the last several years, women in particular, who say, Well, I'm pretty successful, but not quite sure this is what I want to do for the rest of my career. How about yourself? What's your story? Becky Morrison: So it's interesting because you describe that moment of like, I'm pretty successful, but what else, right? And I think I've gone through that experience at least three times in my career, maybe four. But the first one was, I think I've often described it as the kicking off point for this journey, happened back when I was a relatively new litigator. I was about four years into a job at a big law firm on partnership track, married, had a toddler at the time, and found myself one evening on the floor of the bathroom with my toddler in the tub and the cordless phone clipped to the back of my pants and the toilet seat cover closed and the notebook on the toilet seat cover, the papers all around me. And I was doing two things: I was bathing my toddler, and I was working with an expert on a conference call to get them ready for their upcoming testimony. And I had two thoughts in super quick succession in that moment. The first thought was, who says you can't have it all? Like, here I am. I'm killing it. And the second thought was, I'm exhausted and this is unsustainable. And more importantly than all of that, I'm not sure this is really enough. This is not really making me happy, that I really want to be an attorney. Which I mean, when you've gone into six figures of debt to get through law school, like me, wait a minute, you don't want to like that you're making good money, you're on the right track, there's gonna be a payoff. It'll be okay. So that was the first moment like that that I had in my career. And it led me on this path of incrementally increasing my happiness each time I made a change and then continuing to have that kind of conversation with myself about what else am I missing? So from that point, I made a shift to law firm administration. That was a really positive shift because it gave me more time and freedom. I still got to use my legal brain and my legal education. It was kind of a hybrid attorney, attorney administrator role. And then again I reached a moment, after about a decade doing that, of like, okay, well, this is fun, but now what? What's next? Where's more? And at that point I was faced with the choice of, do I double down on this career and legal technology that I've developed and really become a well known expert in that space, which I felt I had the ability to do, or do I do something else entirely. And what I realized is, I'm not doubling down, again, done this before on something that I'm not sure is for me, and so I took really kind of another left turn and left the legal space entirely and went into more entrepreneurial finance space to be a COO, because people in process have always been at the heart of my work. I had a lot of fun for the first two years because it was a new environment. It was fun to have an impact. It was fun not to be part of a big organization. And then again, I sort of reached a point where they weren't growing the way that we anticipated and the CEO and I agreed that it was not right for me to stick around long term. Even though I didn't get laid off, and I didn't get fired, the practical impact was the same. I still had to find a new job, right? And so again, I did this exercise. Well, what can I do? And let me think about all the jobs I'm qualified for. Well, I'm a lawyer who's managed 100+, 200+ attorneys and staff at various times in my career. I've got a strong process background. I've got a management background, I still have my Bar license. Let me apply for all the jobs and again, had this thought of wait a minute, wait a minute, what do I want to do? What am I really here for? What is my purpose, not just in life, generally, but more specifically, in this season of my life? What is my purpose? And I hired a coach, and that coach facilitated for me a really wide range exploration of all the possibilities. And then I ended up at UC Berkeley to get my coaching certification. Andi Simon: That is pretty cool. It's interesting listening to you. I have a wonderful client and she is a successful partner in an accounting firm, a CPA, MBA, raised three kids alone, single mom, successful. And her shrink fired her. The person said, No, you've got to do something. You can't keep talking about how unhappy you are. And so we went through our process, and I'm anxious for you to share yours. But usually it's in the story, you're managing your mind, your mind does exactly what it thinks you want it to do. I'm thinking about her experience in yours. I could stay in that zone. If you were a guy, my hunch is, you might have actually stayed in that zone because you were moving up the corporate ladder, making more money. It was all in that category of how you will be successful. But the women I work with have a different mindset. They're asking some profound questions about what's the meaning, what's the purpose? We talked a lot about Gen Z asking that, both men and women, and we're finding that the pandemic has been a catalytic moment. For a huge population, you can talk about the great resignation, whether it's the boomers or if it's youngsters, everybody's asking, what is it about work? What is work anyhow? What should we be doing? So what happened? You got your coaching. Did you become a coach, and then begin to build your business? Becky Morrison: So I showed up at UC Berkeley for a 10-day intensive, back when we were still doing 10-day intensives in person. And the first day, one of the first exercises they take you through, they call it the soul portrait and you stand up in front of a room. And at this point, all you've done with your cohort peers is exchange first names. That's it. And so you don't really know each other, and they ask you some really big coaching questions. And one of the questions they asked me was, What is your purpose? And I answered: to spread joy. And then I looked around, like who the heck said that? Because that was not something that I have ever consciously expressed before. Andi Simon: I love the line. That is a purpose statement, isn't it? Becky Morrison: And so then I said, Well, that's interesting. I'm not sure what I'm going do with that. Let me go through this experience. My thought had been with coaching, actually, to take back some executive and leadership coaching work into law firms, because lawyers are not trained in law school to be either leaders or managers, which means that some are and some aren't. It depends on the firm and it depends on the structure that they've given you to develop those skills. And so I thought, hey, this could be fun because I really like that piece. I've seen firsthand how it can actually influence, not just the success of the individual, but the success of the firm or the client engagement to have people who aren't good leaders and managers there. Actually, I should just say effective. It's not about good and bad, it's about whether we have the skills, and that was my intention. So I left Berkeley and had a bunch of certification hours that I needed to do. And so I engaged in a wide range of exploration of coaching. I saw different people at different places, different careers, different backgrounds, just to see what I might like. And I found a thread. And the thread was the one you've described, which is, I've done a lot, I've checked a lot of boxes, but something is missing. And I was like, this is an interesting thread because I'm familiar with this thread. You'll recall, I've experienced this thread personally, throughout the course of my life, and that led me to really thinking that that's the space I wanted to be playing in, but I wasn't sure how that was going to look. And I had an intention in February of 2020. I got my certification, and thought, okay, cool, so now I'm going to really dial into this niche of trying to help people figure this stuff out. How will I do that? Well, I'm going to go and do a bunch of networking conversations and then I'm going to try and get some people to let me come in and do some lunch-and-learns so that I can kind of develop by experimentation because that's how I roll my framework, my approach, see what works, what doesn't, test out what I'm thinking. Then March happened and there was no in-person anything. And there was no virtual anything for a period of time because people were really in survival mode as they needed to be. And so I decided to join a writer's retreat, instead thinking that that would give me some structure to play with some content. And thus, my book was born. I did not intend to write a book. I showed up to the first meeting of that writers' retreat group, in fact, and said, I'm here, I'm here to support you, if you're writing a book, that's awesome. I just want some structure for writing and creating content, I will not be writing a book. And out of my small pot of five writing peers, we still meet actually to this day, they're delightful. But I'm the first person to take a book to market. Famous last words, I'm not writing a book, but here we are. Andi Simon: Did you self-publish that book or find an editor? Becky Morrison: I sure did. And I did that intentionally because I didn't want to wait. It was very clear to me that the tools in this book were going to be helpful to people at the time that we're living in now. Because this experience of living through what we've lived through over the past two-ish years, for a lot of people have asked the question, it is called the prioritization question. It's really a global era of reprioritization, of really looking at what matters to us and how we want to live more in alignment with that. Andi Simon: Well, I think that is very exciting. If you look at my archetype, I'm an explorer. And I've always been on the margins of what was stable and certain, and I've always been an executive in organizations that were changing. And, you know, I love change. When I launched…

    Full show notes at the publisher

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