Executive coach and team development expert: Jamie Douraghy  jdouraghy com. https://www.jdouraghy.com/ LinkedIn profile https://www.linkedin.com/in/jdouraghy/:     Hello Everyone.  I'm excited to welcome Jamie to this podcast and introduce you to him. You may wonder why we have the same last name… It's because we're married! I was looking to create this series of podcasts on company culture and realized that, right here,is someone who has expertise in helping companies and leadership teams build culture using the strengths of the team And I thought… Hey, Jamie, would you come and talk to me about building company culture? So here we are!  Jamie, glad to have you here. Finally, after 30 years of marriage, our first podcast together! Jamie: Yes, we've been negotiating this moment for quite some time now.  Katty: Exactly, So what I wanted to dive in with you in this….With everything that has changed in the past few years with COVID and the Great Resignation and this whole movement with hybrid and remote and so on and so forth. We talk about how companies go about in terms of building culture, and learn about their teams. And I know that one of the frameworks that you use is StrengthsFinders https://www.gallup.com/cliftonstrengths/en/254033/strengthsfinder.aspx. So I wanted to talk to you a little bit about that and the importance of knowing what strengths people BRING, and what it is that they NEED on a particular team. Would you mind just sharing a little bit about your background and how you've come to this point.   Jamie: Absolutely. My, journey into this world of understanding why, how, and what people need to do to work better together began about 11/ 12 years ago, when I went through the proverbial discovery of your WHY, and then the HOW and WHAT became easier. What I appreciate about CliftonStrengths is that it focuses on HOW we do what we do, when we know our WHY, which is intrinsic and very personal, our WHAT can become much more dynamic. And then many individuals can get lost in how they're doing what they're doing when they're not clear on that. And CliftonStrengths, as you take the assessment, you look at your 34 complete talents and the top five become your strengths. Those are the ones to initially focus on. When I'm working with companies is focus on the talents of 6 through 10, because that's where we are learning that the true potential lies and the greatest potential to be unlocked are, is in the talents that are not necessarily our strengths. Katty: So you mean the first five of those 10 is something that naturally occurs. It's the six through 10 that the potential and the opportunities lie within. Jamie: Exactly. For example, Context is my number two (strength). I don't have to think about watching a documentary or what I'm going to learn from a specific book. I just pick it up, or I just do it.    My number six or seven is Maximizer, where I need to take good things and I want to make them great. I have to put a little bit more intentionality and a little bit more thought into it. It's not an automatic process. Katty: So really a growth opportunity even for every individual. Jamie: Definitely. Our greatest growth, for me, lies within the six through ten.  Katty: How would you say…from a team dynamics standpoint,  I know you've shared in the past that GallupStrengths or CliftonStrengths https://www.gallup.com/cliftonstrengths/en/254033/strengthsfinder.aspx is not a hiring tool, but more of a development tool.  Can you share a little bit more about that and how hiring managers as a whole can utilize tools like CliftonStrengths to be able to develop their core team, and their people? Jamie: These tools show how good a person may be on paper,  or as a result of algorithms and science that have been put out there. Where the greatest growth happens is when they are doing the work.  And when I know how I can do some things better than others, then I can team up with the right people that are, if not, better at certain areas and partner up with them.  And for me, that's where team dynamics become more important than growing just one individual.  It's really how you grow the entire team, and what are the individual contributions that each player can make, to make that team greater. So, I didn't answer the question.  Probably to be more specific, all the assessments are good.  They all offer insights. It's similar to a painter. A paintbrush is a paintbrush, but it's a different painting in the hand of Picasso than it is in Van Gogh's. It's really how the manager knows how to use those tools to get the best, to extract the best out of people.  Katty: I understand that. Thank you for that analogy.  That makes sense to me. I know that it was a very eye-opening exercise for me to just take my assessments and recognize what my strengths were and maybe what is not so strong for me, and choose whether I want to work on that or not. How would you suggest to different teams who work together to use this tool for constant communication? And how do they operationalize it? Basically where I want to go with it is it's one thing to take the assessment, but it can easily sit in a drawer and collect dust.  It's another thing for it to become part of the everyday conversation of a team. What would you suggest there?  Jamie: The best way is to use it as an opener for many meetings. There are thousands of companies that use Gallup's tool, CliftonStrengths, to create a strengths-based culture.  I know when I was in a leadership role several years ago, as we were going through COVID, our monthly meetings were “What two strengths are you counting on to get you through COVID?”  And it allowed for people to be authentic. It allowed people to look at themselves and say, okay, these are the things that I can count on myself because we don't exactly know what's going on in the world outside.  And then when that is shared collectively, people start to connect. They say, oh, okay, I can go to this person for that, I can go to that person for this. And importantly, my team can come to me for what they need. One of the CliftonStrengths reports is the Bring/Need report…What's the value that I bring to the team, and what's the energy that I need to gain from the team? And when you have everybody doing this in sync, it can become a very powerful way of pushing teams up to that next level.  Katty: Who can I go to beacuse I don't have that strength, but somebody else does. Or who can I rely on to see this (through) and vice versa?  For clarity's sake, speaking of context... I know we're referring to CliftonStrengths, Gallup, and Strengthsfinders.  Would you mind sharing with everyone that we are talking about the same tool, just the name has evolved? Jamie: Yes. It was StrengthsFinders and then it became CliftonStrengths. And within CliftonStrengths there are 34 talent themes, of which the top five become your strengths.  Katty: And then six through 10 are the opportunities for further development and growth. Jamie: Exactly, They do support the top five. Katty: And I think it's really interesting for the audience to that we're talking about it in the context of work, but how impactful it is in the context of everyday relationships and conversations.  Jamie's number two strength is Context, it's my number 32….. So you could just imagine the conversations that we have around that, or I know who to go to any time I want details on things because that is not me! Or I want the history of things, I know who to go to for that. That makes a very interesting conversation! Jamie: I know to come to you for ideas because you have ideation quite high.  And if I'm stuck on a certain area and can't break through, I will come to you and ask, Hey, this is the challenge I'm facing. What thoughts do you have? You'll give me a list of ideas very quickly. And then I will take those and then put them into my way, my methodology of executing. Katty: So at Artisan Creative, we, several years ago chose to adopt, StrengthsFinders as one of our frameworks and one of the tools that we're using here. What we've done to operationalize it is that on our Slack channel, every single member has their strengths listed. In every single team meeting, we talk about what we bring to the table, and what we need based on our strengths.  When we're talking about reviews and just having one-on-ones, really looking at where those strengths need support, how those strengths are showing up. It's become part of our company culture and part of our conversation, which has strengthened, no pun intended, but it has strengthened how we're communicating and how we're talking to one another. Jamie: That's good. What's an example of how you've done that beyond Slack? What's an example of maybe in a meeting or when you're facing a challenge where you said, Let's look at our collective strengths.  Katty: Yeah, so the interesting piece is that we have some team members who are very high in Communication. And we have some team members that communicate but maybe not necessarily outgoing, they're not the social butterflies if you will, and making sure that both sides of the equation, the ones that have, you know, WOO (Winning Others Over) as part of their strengths, and recognizing that maybe not every single person on the team has that. And still creating space for everybody to have time to communicate and to verbalize what's going on and not dominating the conversation…so just that recognition and that self-awareness has been huge. Otherwise, our conversations could turn very one-sided.  So that's been an important distinction, just to know that there are some amazing people with amazing things to say. They may just not be the first ones who jump in with something and how to create the space for them to say something. That has been important to recognize. So when you're talking and working with leaders on these leadership teams, and utilizing, whether it be StrengthsFinders or any other assessment that they're choosing to use on their teams and in their organizations, how do you go about advising them as to how to use that tool and how to utilize it to bring clarity, communication and conversations to the forefront? Jamie: I believe for leaders to get to know their teams better, the teams have to get to know the leader better and open up and show your strengths, show your struggles.  Let everybody have a peek behind the curtain, see that, and then open it up. Usually, the answers most time the answers are already within the room. And if the leader is able to openly communicate, this is where we're going, here's why we're doing this, now let's get to the how part. And this is where we're going to need each of you to step up.  Let's talk about the value that you bring; let's talk about your strengths; let's talk about your struggles. And if we are lacking certain resources or certain diversity of thought, then let's go out there and get those players or look within and develop people that are within and bring them up to that next level. So, it's really important for the strengths to be throughout the entire company and not remain the exclusive domain of the leadership team. Katty: So do you mean that as a leader, if they're looking at all the different strengths of their team members and are seeing particular gaps in particular strengths, they can recognize that in their 6 to 10 strengths they have an opportunity to develop that strength up or go out and add to their team with people who may have different skill sets. Jamie: Exactly. Look within first. If it's there, create opportunities for those strengths to evolve, for those talents to evolve into strengths.  If it simply doesn't exist on the team, then let's look at who can complement this team.  Because if we have a team that is too similar in thinking, then the blind spots become pronounced. We're all susceptible to the same blind spot if we don't have that broader base of diverse thinking.  Katty: Yeah, I'd imagine that if a company culture is really about developing their existing talents and helping their existing employees rise to the next level, whether it be within the company or just, you know, personally grow,  having a tool to be able to calibrate that and help promote that is going to be really important. If people are interested in just finding it out for themselves, maybe it's not something that their company offers, can they just go to the CliftonStrengths site and take the assessment for themselves? Jamie: Absolutely. The assessment requires about 40 minutes of uninterrupted time, and there are two products that they offer.   One is the Top 5 at a certain price, and then there's the full 34 at a higher price. And the reports are very robust and they give a lot of good personal insight. And what better investment of one's time than to start to study oneself?  Katty: I wish I had had this tool many, many years ago. I think there are some things that I was harsh on myself for but realized later on that actually, wasn't a strength.  I just didn't recognize it at the time. I know that this particular tool is also available for younger adults.  Jamie: They do have one that's designed specifically for children from the age of seven/ eight to about 13.   And it's called Strengths Explorer.  That's really to allow families to have a similar conversation with younger children. And I believe it gives you the top three in a language that's easier to understand and easier for parents and children to communicate.   Katty: I know what, that's something that you've focused on is to bring clarity, and open communication to teams and to groups.  Jamie: And one thing I've learned from the coaching that I've done and in particular from Judith Glaser and Conversational Intelligence https://creatingwe.com/benchmark/conversational-intelligence is that the quality of our relationships is based on the quality of our conversations, and the quality of our relationships determines the quality of our culture…and everything happens through conversation. And if CliftonStrengths can be a tool that stimulates a level three conversation, then what better tool to be using on an ongoing basis in terms of both personal and team development?  Katty: What's a level three conversation?  Jamie: Well, actually, before I start that, let's go to level one. Level one is, is really transactional. It's when you tell and ask and just go back and forth. And level two is positional when you're advocating “I'm right, you may not be right. I'm right, you may not be right”.   Level three is transformational. It's where the conversation builds on each person's contribution to that conversation. And from there, you're in essence, co-creating, and it's releasing different kinds of chemicals in the brain where you create a safe space, to build something. That's where the greatest creativity happens because you're building something greater than when you started the conversation.  Katty: Yeah, I can see how that's so powerful, especially, obviously, we work with creatives and we work with people who are in the space of co-creating all the time and or a creative working with their team members and maybe on the Account side or the project side. Creatives look at things differently. Art is very subjective. So, to have that ability and to understand that I'm trying to have a transformational conversation and not necessarily positional.  Maybe sometimes it is transactional, but elevating to that level and know who our teammates are and what their strengths are, really helps to have those types of deeper transformational conversations. Jamie: Absolutely. And we do need transactional and positional conversations. It's when we get stuck in that rut and don't elevate ourselves to the next one, is that's the opportunity that's being missed and being able to recognize a pattern and knowing, oh, so and so is this way because they have such high Belief as one of their Strengths. So how do I get them to see that there's another perspective that may be as equally as valid as the ones that they are so tightly holding on to? Katty: What would you leave our audience with, if there was one thing after this call that they chose to implement on their team or in their company to help elevate culture and understanding and communication?  What would you suggest that they do?  Jamie: I would put it in a simple phrase: "know your strengths, know yourself."  And then when you know yourself, be curious about the strengths of your team and your teammates and bring that culture so they are equally curious about you.  And so we're constantly uncovering these amazing talents that we all possess. Yet, we don't always have the opportunity to express them. And once we're able to express them and see them in action, it does tend to elevate the entire team.  Katty: Amazing. Well, thank you for, after 30 years, taking the time to sit here with me and have this conversation about StrengthsFinders and culture building. Where can people find you? Jamie: Easiest way is jdouraghy com. I'm also on LinkedIn as well.   Katty: Thanks so much, Jamie. Jamie: Thanks. And, I guess we got to go make dinner now, right?  Katty:Yes, it is that time.

20m

Mar 31

https://www.joyful.co/ Linkedin https://www.linkedin.com/company/joyfulpeople/about/   Welcome to this next episode of the artisan podcast. My name is Katty Douraghy. I'm the president of Artisan Creative and your host for the artisan podcast. Today we're welcoming Allen Hardin, the co-founder and partner at Joyful https://www.joyful.co/ agency out of Portland and one who works with clients nationally and internationally to bring joy and make work more joyful. Joyful is a culture agency. They design and activate company culture for Fortune 500 companies and high-growth startups. In this profound shift that we've had lately in the world of work, the rise of stress and burnout across leaders and employees and finding this need for best-in-class companies to re-recruit their talent and welcome them to a better future. Joyful saw this opportunity to focus their unique skill sets on this vital lever of growth, which is culture. And that is what has brought us here to this conversation to talk about company culture employee retention, and bringing more joy to work. So with that, please welcome Allen and so happy to have you. Let's welcome Allen Hardin to the podcast.  Allen and I are both part of an organization called EO, The Entrepreneurs Organization https://hub.eonetwork.org/, and I was fortunate enough to visit his offices a few weeks back I just loved what I saw there. I saw all the joy that was there with everything that they have created for clients and that’s what has brought us to this conversation. Katty I was really curious about the genesis of Joyful and your background, Alan, and have an opportunity for us to just really connect and chat. Allen: Thank you so much for having me. Katty. I really appreciate the opportunity.   Katty: I think with everything that's happened through COVID, with everybody being remote and now people being hybrid and some people not even knowing yet what their company culture and or their org is going to be like. Whether they're gonna bring everybody back or not or stay hybrid thing, it's just a really important topic to talk about, you know? Build and maintain culture through this. Craziness. This new work place that we're in. Allen:  So there's a number of milestone moments that have happened over the last few years that everybody reset or refocused on it, but it's continuing to change as well. So that's the important thing to recognize is that you're never quite done working on your company culture. It's something that always needs a little bit of attention. Katty: Absolutely. Tell me a little bit about you and kind of how you started in the space and what kind of was the impetus to start Joyful? Allen: Yeah, absolutely. My background really stems from live event production. So in the early years of our company, that's what we really focused on. We originally started in 2015. And we're producing big events for ourselves, public events, ticketed events in the Portland area, but also producing big events for clients. And one of our colleagues has said in the past that any live event any live experience is inherently a cultural experience. And I think that that is what really helped us focus and refocus on the path that we're on now. Focusing on company culture.   Live events in that world require a number of different mindsets if you will. And I like to say that you have to be one part visionary, right, really seeing the big picture and being optimistic of what could be and creating this emotive thing that really makes people feel something at an event or an experience that they have. But you also have to be very pragmatic, but you have to be able to execute those things on the ground and deliver on that promise because people will know, in real-time, whether you're telling a story or whether you're actually able to deliver on that on that vision that you cast. And so that's how I frame the work of live events and it’s that same perspective that we apply to company culture. So you would need to have that optimism and vision for what your company can be like, what it's actually like to work there or experience. But we need to be able to make it happen to, actually be able to activate on those needs. So my background really comes from live event production. And I think I blend that a little bit with, you know, how I want to spend my time and, you know, casting a little bit on, you know, just the purpose of Joyful if you will. Our belief really is that life is short, and one of the biggest places people spend time in their life is work. So… it shouldn't suck. It's if it's so much of your life, how can we help people enjoy what they do a little bit more, and be more engaged? It's got a very, very clear tie to productivity and efficiency and just a lot of long-term value metrics for organizations. So that's my story. I grew up we grew up on the West Coast and a lot of time outdoors spent a lot of time in various activities, but my professional career has been around live event production and a few other things. Katty: Thank you for that. And you're right, the two prongs that you talked about are those having a vision as well as being able to execute. I can see that all the way is going to manifest itself in a company's employer brand… like how are you like what's the vision you're putting out there to attract new talent to your doorstep, and how do you execute on that and how do you make sure that there's a through line and everything that you're doing to message that out accurately. So when you guys start collaborating with clients and you know, just really this emphasis on, you're here to make work more joyful. Do you sit through a discovery session? And is that do you bring joy primarily through live events? Or how do you get involved in expanding company culture? Allen: All over the map in terms of what those tactics are, if you will. So on one end of the spectrum is the big picture thinking, that strategy session, the discovery strategy, you're really uncovering the current state and figuring out what the future state is and basically, creating a map of how to get there, right? So we focus a lot on the strategy of how to accomplish what our goals are, and what that client's goals are. But we also focus on those tactics or activations as we call them. So, we found that, you know, in the marketplace, there's a lot of groups on either end of that spectrum, right? There's some that do culture strategy or organizational psychologists or, you know, folks that have come up through HR, learning and development, things like that, and they'll work with you to help make that map, but then they hand the map to the company and say okay, this is what you have to do. And a lot of those, those, our clients find themselves in a spot where like, it's great, I know where I'm going. I don't have the capacity or the experience or the tools or whatever it is to actually bring this to life now. The other end of that spectrum is, you know, a more standard creative agency, right, where if you give them a very specific brief from saying, hey, I'm looking for this video product or this event or this experience or whatever it is, they can execute on that.  But again, a lot of our clients didn't have that vision or that articulation to give that kind of correct brief to that group. So, we tie those two things together. I invite clients to join us anywhere in that spectrum, right? So sometimes people just need a tactic and they need some help producing something. And we have the capability to do that in-house. But our most successful work, I would say is the work that starts on that strategy side of things. So, I typically say the best tactics are built from great strategy. The tactics are what people see and they get attention and people get excited about that. Oh, we should do that at our organization.  Those were built based on a strategy for a specific client for a specific reason. So it's, it's good to reset and refocus on why are we doing something What's the objective with this and what's the best way to go about it? And, then build the tactics from there. So that kind of extends from our origin story a little bit too, where events were more of the tactic, right, but the why and the how was really what we were skilled at. And so, we really transitioned during that COVID era, from just focusing on events to zooming out again and saying, what's the real purpose of this? What are we trying to achieve for these events for our clients, and it was to bring that authentic cultural experience for them. So anytime you can zoom out and start with strategy, that's when we see the highest success, if you will, for work that we do. Katty: The COVID era was a shift in what you were doing a Joyful or did it just amplify what you were already doing, and you just put more emphasis on it. Allen: A little bit of both. So, we were heavily focused on live events, and that that period, you know, live events basically went away. Our company story was one that we had a large amount of work planned for 2020.  And we were building the plans and the tactics to execute on that level of work, and it all went away. It so it just in the beginning of March, I think it was you know, basically all of that work went zero. Then we had to refocus, now the clients that we were working with the same situation that we were in, they used to rely on these live events to motivate employees, to celebrate employees, to enjoy time together. They used to rely on in-person in the office or, or, you know, kind of camaraderie building and trust building and all of those other collaboration aspects as well. So you were relying on these things that have existed for so long and all of a sudden that goes away. You have to rethink how you're going to do that, so, that was a big refocus for us where we were really doing a lot of that same tactic of live event experience. But the skills were the same to refocus on instead of saying how can we impact this small group, this one day this one time, to how do we impact instead, the whole company, all year, from anywhere, right? So your audience grows quite a bit.  And so, in that year through that COVID kind of switch, if you will, we had a big swing from having a lot of work planned, to go into 0, to back to our biggest year again, because a lot of businesses were in the same spot that they needed to focus on company culture now more than ever to make sure that they were resilient enough to withstand those factors. Katty: Absolutely, gosh, my mind goes to seems like a long time ago now…but my mind goes to certainly March 2020 when the whole world just got upended. That must have been a pretty as frightening business owner, a really frightening time to just be there. Allen: Yeah. I mean, you just kind of go along the same lines as some of our other perspectives, but as a culture company, that helps our clients with their company culture., it can’t suck to work here. Right? So it's got to be a good place to work. So during that time, we're not only focused on our people, that's kind of number one is taking care of our folks, making sure our team is healthy and has what they need to survive and thrive and do everything on that human level. But then also from the perspective of business, we had to change our product offerings, change our messaging, change the way we talked about what we do to meet the new needs of that time. So, both have to look internally at our team, but also externally at what our product is and how we support our clients at that time. It was a crazy time for sure. Yeah, for sure. Katty: A little bit of a segue to kind of what we're talking about, but as you're talking about just what you needed to do, the word that pops into my mind is ….resilience. And I know that we work with candidates all the time who may have lost their jobs, or their interview didn’t happen, or their work is shifting, whether it be because of AI or because of whatever it may be.    Where did you go to for strength for yourself? Where did resilience come from for you? Allen: Oh, all over the place. I mean, I talk about resilience a lot, especially with company culture, right? I make the case that that's really what we do, is if you have that strong company culture, your team is inherently more resilient and that helps in good times and bad. So, it's a mitigator of two things, right? So if you're growing very fast, the team is going to need to be resilient to take on that changing world.  Right? Or if you're in a really tough time, whether that's a macroeconomic thing or just a specific thing, you need to be really resilient to be able to handle that too. So I think company culture is what helps people with high-growth situations or really tough situations. For me personally, I mean, in that timeframe, I'll start giving the Entrepreneurs Organization a plug, where, you know, being a part of that organization was incredibly helpful because I could connect with fellow entrepreneurs that were going through some more things all over different industries or different sized businesses or different locations, all you know, a lot of the details are a little bit different, but the same macro situation where we're trying to figure it out and survive, you know. So just being in a room full of people that you know, you're all in it together, and we're all rooting for each other and trying to support each other was a huge, huge part of my resilience at that moment. I owe a lot to the EO group, especially during that time.  I had just joined I think maybe the year before, so what a fortunate circumstance to have recently joined that group and then, you know, be thrust right into such a situation where it became so beneficial. Katty Is that just the importance of community I think it's so impactful right? And absolutely, we feel we’re the only ones going through something, and yeah, the to support that. So impactful. Allen: Absolutely. Yeah, that perspective is going to give you do feel that way sometimes, but when you get back in that room of other folks you know, like-minded folks, you realize, you know, a lot of other people are dealing with a lot of stuff too. And you know, we're not we're not in it on our own. Katty: So going back to the other point you were talking about and before I had this little segue question for you, this shift of shifting from singular events, that was the big crescendo of kind of building culture, to this mindset shift I would imagine for not only for Joyful but for the clients who are used to these big, singular events of company culture is really this constant thing. It's not a big wave that crashes through but it's a stream that continually is running. How were you able to shift that mindset? For a hiring manager listening in, for example, or somebody who's trying to build their company culture, where would be the starting point for them? Allen: Yeah, I think the starting point is today, right? The best time to plant a tree was 20 years ago, and the second best time is today. That would be my advice to hiring managers in a similar situation where it's, it's every day we refer to culture as a ground game. It's every interaction. It's every exchange that employees have on a day-to-day basis. It's not these big shiny moments that happen quarterly, or whatever cadence you choose. But it's really what they experience every day when they go to work and are they able to feel productive and motivated and safe and all of those things that go around with a good experience. You know, what we typically do is focus a lot on a roadmap or a framework and we map out your year. I like to use the analogy of a beach ball.So you think of a beach ball at a fun concert, right, so somebody has a beach ball and puts it up into the air to concert, think of that as your company culture, right? That can stay up in the air as long as everybody in that crowd is contributing to bouncing it up a little bit higher, right, and it keeps going, but as soon as somebody takes their eye off the ball or they're not paying attention or get out too far out in front of them, or too far to the side or something like that, that's when it can really fall. Culture just like the gravity will kind of find its way back down unless people are actively contributing to it on a daily basis. So you're never done working on that. Right? So, it's a combination of the everyday moments, your peers, your managers and your leaders, to those big events from time to time, better, maybe the bigger hit that pushed the ball up a little bit higher in the air.  It's a combination of all those things. So I don't think you can focus just on one or just on the other. But being able to visualize and kind of a roadmap if you will, and look at 12 months, okay, what are these quarterly things that are inspiring moments for our team? Okay, what are these things have happened monthly, where they're kind of dry right now, but maybe we have an opportunity to make them a little more engaging or give our employees a little bit more something that they're looking for during those times. Okay, well, well then what about our one-on-ones? And then what about when he walked through the door? Right? What about how we send emails or how we have meetings all the way to the most minute things?  So being able to have that perspective of kind of 30,000 feet, the big you know, Vision stuff, but all the way down to on the ground is each day like you know, what, what is the technical hurdle that I run into every day that is just really frustrating to me, that just should be way easier? You know, those ways of working.  It's all of that, right? So you can't think it's just the one big thing and the big shiny thing. You can’t think it's just the small tactical stuff, but it's, I would say it's a sum of all of those things that really contribute to their culture. Katty How does that tie back to a company's core values? Allen: I think it all starts there. I think we really try to frame our work on the purpose of the organization. So, we start with the purpose of the organization and what are your core values, beliefs, and behaviors. If you start your work there and work on your employee experience, we feel that's the strongest way to do it.  You know a lot of the work we do has to do with communicating and letting values, and purpose, live every day. Right? Because for so many organizations, you develop something maybe you share. Maybe you put it on a poster, but what are the ways that those come to life every day? You know, employee recognition or in the way that you hold your meetings or in the way that you organize your events or whatever that is, that's where those should shine. More, as a throughline as you said earlier, you know, they should be there every day. So we start there. You know, we've looked like a creative agency or organization looks like a creative agency. We just choose to focus our efforts on company culture, and employee experience. So we do a lot of communications, we do a lot of marketing about an organization's purpose and values for internal purposes.   Not to sell something to a customer, but to share that message internally with the employees so that everybody is kind of re-recruited to that same purpose on a regular basis. We produce a lot of videos, we do a lot of newsletters, communications, all that type of stuff to really reframe the conversation about that.   To put it simply Katty, it's constant, and essential to focus on that. Katty:  And this is all internal communication that you're producing. You're producing that for the organization and its employees.   Allen: Exactly. So, it's, instead of, you know, us making ads for promotions, for a company to sell to a customer. We're using those same skills to share messages from a company to its employees.    Katty: And I and I would imagine, I think I mentioned to you that I’ve spoken about this before, believe that company culture comes through even before that candidate is hired, how that candidate is interacted with all the way from the date, the time they apply to that job or what how that job description is written, like all of those have to be connected, right, that that message has to come through on those too Allen: Absolutely. I mean it starts very early on and then it continues even with your most seasoned employees, right, because the way I like that you mentioned that, the way the job description is written, where they find that post, you know, what their first interview is like, and are they made to feel as part of the team or as an outsider, and, you know, you can't, in my opinion, you can't run onboarding or an interview or an application process one way and then give them a different experience on day one. Right? And that's kind of a shift that, you know, are you being authentic in that interview to what it's actually like to work there. And, it goes two ways, right? So, we often can make this interview look good and shiny and say, hey, it is amazing to work here and it’s awesome. And then they get to work the first day and nobody says hi to them or no, you know, it's a different experience that way. So it goes both sides. You know, you might have a really hard interview and then it's amazing to work there. Have a great interview and it's not amazing to work there. Having alignment and intentionality through that whole timing is critical. And I mentioned seasoned employees too, we talk about re-recruiting your employees every day, right, to reset really what the company stands for and is about and what the values and behaviors are for that organization. You can't just stop after their onboarding, right, and pretend that they've been there 10 years. You need to be intentional with it on an ongoing basis regardless of whether that employee has been there for one day or 10 years or anywhere in between. Katty: I like that mindset of re-recruiting your employees every day. It's really important not to make assumptions that we just need to look at external or new employees and forget about people who are already here. I think we saw that during COVID with a great resignation. Allen: Absolutely lots of people's priorities shifted. Yeah. And they realized hey, you know, how I'm spending every day is not how I want to be spending every day. And it's their decision to make as to what they want their day-to-day to look like. And so it's important not to forget that you have great people already, and they may need some attention just as much as you focus on your onboarding program. So I think that's another kind of differentiator of how we focus on the work. We're not focused just on one part of that lifecycle, not just the onboarding experience or just your holiday party or something like that, right but it's everything in between for the whole organization. Katty:  How would you emphasize culture building and just employee experience and employee engagement through this hybrid space that we're in now? There are some people in the office others never come in, and kind of how you build culture in these two diverse groups of people that are maybe geographically separated from each other. Allen: Yeah, the simplest way I would say it is intentionality, the more complex way is that it's different for every organization, right? I'll speak about our organization, right? So we're a midsize company here in Portland, and we have a physical office. But our policy is to work from wherever you're most productive.  So, we don't have a requirement, of how many days to be in, or which days to be in or anything like that, but we’ve tried to build our location such that people will feel like they can come here and be productive and be a little bit social. So a lot of the folks on our team can do more work in their day if they stay at home. They can be more productive with their tasks and their workload when they're not bumping into colleagues and having side conversations and things like that. They can just stay focused and get their work done.  However, I'm a strong believer that trust, collaboration, respect, and a lot of those things are really built the more in-person time you spend with each other. So, we tried to build our situation such that people want to come in, and people enjoy coming in and spending time with each other. But it's not coming in and realizing hey, I would have gotten more work done at home. The space is such that you can be productive and you can connect with your colleagues simultaneously, and we let people self-select. Now will that work for every organization, will that work for us forever, no. It’s gonna be different all over the board, but I think being intentional with why you're asking people to do something, is really important.   And a lot of folks will make a decision because that's the way they used to do it, right? Or we used to do it this way. And I think that's another perspective that deserves to be looked at again, too, right? Because things are constantly evolving and, you know, the way people work will ebb and flow forever, so we need to adapt. So there's lots of details in there from technology to collaboration. That's what we're doing for our for our organization. For now, it's working, but I don't pretend that that's the answer forever. Katty: We've been remote for 12 years now,  long before I think it was the thing to do. And the minute the systems we were using went cloud base we were like, Oh, we don't need to have this physical office here anymore.  And I have to say,  in the beginning, there was we had to work a lot harder for engagement, right? We had to work harder to make sure we were communicating more, to do everything more. And I still find that that has to be done. Like some of those assumptions or conversations that are water cooler conversations or the spontaneity of just going to lunch together. That just doesn't really happen anymore. Everything has to be, as you were saying, intentional, planned, that needs to be you know, a path towards It's continuing with that. So that's been an interesting thing. And when COVID happened, everybody's asking, so how do you… how did you do it? It was something I hadn't even thought about.   Right. Yeah. We didn't necessarily have an SOP around that. We had to step into this and share with others how we had done it. If there are companies whose culture you really admire, what are some of the common denominators? First of all, who are they? And what are some common denominators that you see that are just telltale signs that they got it right. Allen: That's a great question. I think there are a lot of points in time, and answers I would give, and I think that, again, culture is dynamic, right? And it's constantly evolving within an organization. And so there are peaks and valleys for the company. Personally, I would say, that organizations that value the whole employee, where people can really bring their best selves to work, and be productive and operate at a high level, really execute great work product, and have time, make time for their personal pursuits. Often it feels like organizations are one or the other, where you're either in this high-performing situation that that's all you do, right, you're really in a grind on that you're delivering great work, but it's all-consuming, or it's a little more casual, and you have time for everything, but you know, it's not operating that same kind of performance level. So the organizations or the kind of situations that come to mind are ones that balance both. So my personal view on it, you know, is where people can bring their, their whole selves. But I think the broader answer I would say is that it's different for every person. We don't really believe that there is good culture and bad culture, we more believe that every culture is a little bit different. Let's be authentic and genuine with what ours is, and then let's promote that and communicate that and let people self-select in or out, to that. So we more subscribe to that kind of wrong fit- right fit, if you will.  A colleague has authored a book by that title where let's just be transparent about what our culture is, and there are people that want to fit that, and let's recruit them. Rather than, let's pretend that our culture is something different than it is people in the door. And then they later realize that it's not the right fit. The book is called Wrong Fit, Right Fit https://www.wrongfitrightfit.com/. By Dr. Andre Martin, that's a plug of a colleague, if you will, but it's a shared belief with our organization, for sure. Katty: It reminds me of many years ago, many, many years ago, actually through EO I got a chance to hear at the time the President of Trader Joe's.  One of the things he said that always stuck with me was he would walk up and down or grocery aisle and see if there were people were smiling, and if they were engaging with customers, and he just really, really wanted people, people. And if somebody was just really focused on putting the items on the shelf the right way, and just not engaging with what was happening, what was happening there in the store, he would go up to them and say, you know what, you're doing such a beautiful job here with the aisle. But that's not what we need. There's probably another company out there looking for you to be that perfect person who's stocking the shelves perfectly. That’s not who we are, we'd rather have that be messy, but you are engaging with whoever's walking in.  That has stayed with me in terms of culture. Allen: I mean, that makes me think of values and behaviors. Right. So when you I don't know their values offhand, but it feels like they have, you know, a defined behavior that associates with a certain value, right, where it's being personable and engaging over being so focused on the little details of stocking the shelves because of that customer isn’t excited to be there. It doesn't matter if the shelves are organized well, alright. I think that's a great example. I'm not familiar with all their details, but I think that's a great example. Katty: So where can people find you? If they're looking to engage with you're just learning about Joyful a little bit more. Allen: Yeah, I would push folks to either our website or LinkedIn, our website is Joyful.co https://www.joyful.co/ Or you can find us on LinkedIn company name is Joyful. That's the best way to find us. So we'll be around that a number of HR / culture focused conferences here too. So you'll see us out and about, if you're part of that community, we'll see you there. But yeah, please find us online and, and reach out we'd love to connect with you.   Katty: I just want to clarify that even though you're Portland-based, the clients that you service are nationally and internationally located.   Allen: Our office is in Portland, our team works all over. And, yeah, our client base right now some are based in Portland, but most if not all, have international presence. So we work with teams all over the world on that type of work.   Katty: And as a final statement, if there's one takeaway that you want people to have some this conversation, what would that be.   Allen:   Life is short, let’s make work more joyful.  

39m

Feb 18

www.theotheeros.com http://www.theotheeros.com LinkedIn | https://www.linkedin.com/in/erosmarcello/Instagram https://www.instagram.com/erosmarcello/?hl=en | X https://twitter.com/erosxmarcello   Eros Marcello a software engineer/ developer and architect specializing in human interfacing artificial intelligence, with a special focus on conversational AI systems, voice assistance, chat bots and ambient computing.   Eros has been doing this since 2015 and even though today for the rest of us laymen in the industry we're hearing about AI everywhere, for Eros this has been something he's been passionately working in for quite a few years.    Super excited to have him here to talk to us about artificial intelligence and help demystify some of the terminology that you all may be hearing out there.    I'm so excited to welcome Eros Marcello to this conversation to learn a little bit more about AI. He is so fully well versed in it and has been working in AI at since 2015, when it was just not even a glimmer in my eyes so I'm so glad that to have somebody here who's an expert in that space.   Eros glad to have you here I would love to just jump into the conversation with you. For many of us this this buzz that we're hearing everywhere sounds new, as if it's just suddenly come to fruition. But that is clearly not the case, as it's been around for a long time, and you've been involved in it for a long time.     Can you take us to as a creative, as an artist, as an architect, as an engineer take us through your genesis and how did you get involved and how did you get started. Let's just start at the beginning.   Eros:  The beginning could be charted back sequentially working in large format facilities, as surprise surprise the music industry, which you know was the initial interest and was on the decline. You'd have this kind of alternate audio projects, sound design projects that would come into these the last remaining, especially on the East and West, Northeast and So-cal areas, the last era of large format analog-based facilities with large recording consoles and hardware and tape machines.  I got to experience that, which was a great primer for AI for many reasons, we'll get more into that later. So what happened was that you'd have voiceover coming in for telephony systems, and they would record these sterile, high-fidelity captures of voice that would become the UI sound banks, or used for speech synthesis engines for call centers. That was the exposure to what was to come with voice tech folks in that space, the call center world, that really started shifting my gears into what AI machine learning was and how I may fit into it. Fast forward, I got into digital signal processing and analog emulation, so making high caliber tools for Pro Tools, Logic, Cubase , Mac and PC for sound production and music production. specifically analog circuitry emulation and magnetic tape emulation “in the box” as it's called that gave me my design and engineering acumen. Come 2015/2016, Samsung came along and said you’ve done voice-over,  know NLP, machine learning, and AI, because I studied it and acquired the theoretical knowledge and had an understanding of the fundamentals.  I didn't know where I fit yet, and then they're like so you know about, plus you’re into voice, plus you have design background with the software that you worked on.  I worked on the first touchscreen recording console called the Raven MTX for a company called Slate Digital. So I accidentally created the trifecta that was required to create what they wanted to do which was Bigxby which was Samsung's iteration of the series for the Galaxy S8 and they wanted me to design the persona… and that as they say is history. Samsung Research America, became my playground they moved me up from LA to the Bay Area and that was it.  It hasn't really stopped since it's been a meteoric ascension upward. They didn't even know what to call it back then, they called it a UX writing position, but UX writers don't generate large textual datasets and annotate data and then batch and live test neural networks. Because that's what I was doing, so I was essentially doing computational linguistics on the fly. And on top of it in my free time I ingratiated myself with a gentleman by the name of Gus who was head of deep learning research there and because I just happened to know all of these areas that fascinated me in the machine learning space, and because I was a native English speaker, I found a niche where they allowed me to not only join the meetings, but help them prepare formalized research and presentations which only expanded my knowledge base.  I mean we're looking into really cutting-edge stuff at the time, AutoML, Hyperparameter tuning and Param ILS and things in the realms of generative adversarial neural networks which turned me on to the work of Ian Goodfellow, who was until I got there was an Apple employee and now it's gone back to Google Deep Mind. He's the father of Generative Adversarial Neural Networks, he's called the GANfather and that's really it the rest is history. I got into Forbes when I was at Samsung and my Hyperloop team got picked to compete at SpaceX, so it was a lot that happened in a space of maybe 90 days.  Katty You were at the right place at the right time, but you were certainly there at a time where opportunities that exist today didn't exist then and you were able to forge that.  I also can see that there are jobs that will be coming up in AI that don't exist today. It's just such an exciting time to be in this space and really forge forward and craft a path based on passion and yours clearly was there.  So you've used a lot of words that are regular nomenclature for you, but I think for some of the audience may not be can you take us through…adversarial I don't even know what you said adversarial … Yes Generative Adversarial Neural Networks. Eros A neural network is the foundational machine learning technique, where you provide curated samples of data, be it images or text, to a machine learning algorithm neural network which is trained, as it's called, on these samples so that when it's deployed in the real world it can do things like image recognition, facial recognition, natural language processing, and understanding. It does it by showing it, it's called supervised learning, so it's explicitly hand-labeled data, you know, this picture is of a dog versus this is a picture of a cat, and then when you deploy that system in production or in a real-world environment it does its best to assign confidence scores or domain accuracy to you know whether it's a cat or a dog.  You take generative adversarial neural networks and that is the precipice of what we see today is the core of MidJourney and Stable Diffusion and image-to-image generation when we're seeing prompts to image tools. Suffice it to say generative adversarial networks are what is creating a lot of these images or, still image to 3D tools, you have one sample of data and then you have this sort of discriminator and there's a waiting process that occurs and that's how a new image is produced. because the pixel density and tis diffused, it's dispersed by you know by brightness and contrasts across the image and that can actually generate new images. Katty So for example if an artist is just dabbling with Dall-E, let's say, and they put in the prompt so they need to put in to create something, that's really where it's coming from, it's all the data that is already been fed into the system. Eros  Right, like Transformers which again are the type of neural network that's used in ChatGPT or Claude, there are really advanced recurrent neural networks. And current neural networks were used a lot for you know NLP and language understanding systems and language generation and text generation systems. Prior, they had a very hard ceiling and floor, and Transformers are the next step. But yeah more or less prompt to image. Again tons of training that assigns, that parses the semantics and assigns that to certain images and then to create that image there's sequence to sequence processes going on. Everyone's using something different, there's different techniques and approaches but more or less you have Transformers. Your key buzzwords are Transformers, Large Language models, Generative AI, and Generative neural networks. It's in that microcosm of topics that we're seeing a lot of this explode and yes they have existed for a while. Katty Where should somebody start? Let's say you have a traditional digital designer who doesn't really come from an engineering or math background like you didn't and they can see that this is impacting or creating opportunities within their space-- where should they start? Eros First and foremost leveling up what they can do. Again, that fundamental understanding, that initial due diligence, I think sets the tone and stage for success or failure, in any regard, but especially with this. Because you're dealing with double exponential growth and democratization to the tune where like we're not even it's not even the SotA state-of-the-art models, large language models that are the most astounding. If you see in the news Open AI is and looking at certain economic realities of maintaining. What is really eclipsing everything is and what's unique to this boom over like the.com bubble or even the initial AI bubble is the amount of Open Source effort being apportioned and that is you know genie out of the bottle for sure when it comes to something of this where you can now automate automation just certain degrees. So we're going to be seeing very aggressive advancement and that's why people are actually overwhelmed by everything. I mean there's a new thing that comes out not even by the day but seemingly by the minute. I'm exploring for black AI hallucinations, which for the uninitiated hallucinations are the industry term they decided to go with for erroneous or left field output from these large language models.  I'm exploring different approaches to actually leverage that as an ideation feature, so the sky is the limit when it comes to what you can do with these things and the different ways people are going to use it. Just because it's existed it's not like it's necessarily old news as much as it's fermented into this highly productized, commoditized thing now which is innovation in it and of itself.   So where they would start is really leveling up, and identifying what these things can do. And not trying to do with them on their own battlefield. So low hanging fruit you have to leverage these tools to handle that and quadruple down on your high caliber skill set on your on what makes you unique, on your specific brand, even though that word makes me cringe a little bit sometimes, but on your on your strengths, on what a machine can't do and what's not conducive to make a machine do and it's does boil down to common sense.  Especially if you're a subject matter expert in your domain, a digital designer will know OK well Dall-E obviously struggles here and there, you know it can make a logo but can it make you know this 3D scene to the exact specifications that I can? I mean there's still a lot of headroom that is so hyper-specific it would never be economically, or financially conducive to get that specific with this kind of tools that handle generalized tasks. What we're vying for artificial general intelligence so we're going to kind of see a reversal where it's that narrow skill set that is going to be, I think, ultimately important.  Where you start is what are you already good at and make sure you level up your skills by tenfold. People who are just getting by, who dabble or who are just so so, they're going to be displaced. I would say they start by embracing the challenge, not looking at it as a threat, but as an opportunity, and again hyper-focusing on what they can do that's technical, that's complex, quadrupling on that hyper-focusing on it, highlighting and marketing on that point and then automating a lot of that lower tier work that comes with it, with these tools where and when appropriate. Katty I would imagine just from a thinking standpoint and a strategy standpoint and the creative process that one needs to go through, that's going to be even more important than before, because in order to be able to give the prompts to AI, you have to really have to strategize where you want to take it, what you want to do with it,  otherwise it's information in and you're going to get garbage out.   Eros Right absolutely. And it depends on the tool, it depends on the approach of the company and manufacturer, creators of the tool. You know Midjourney, their story is really interesting. The gentleman who found that originally founded Leap Motion, which was in the 2010s that gesture-based platform that had minor success.  He ended up finding Midjourney and denying Apple two acquisition attempts, and like we're using Discord as a means for deployment and many other things simultaneously and to great effect. So it's the Wild West right now but it's an exciting time to be involved because it's kind of like when Auto-tune got re-popularized. For example it all kind of comes back to that music audio background because Autotune was originally a hardware box. That's what Cher used on her song and then you have folks that you know in the 2010s T-Pain and Little Wayne and everybody came along it became a plug-in, a software plug-in, and all of a sudden it was on everything and now it's had its day, it had 15 minutes again, and then it kind of dialed back to where it's used for vocal correction. It’s used as a utility now rather than a kind of a buzzy effect. Katty Another thing to demystify.. Deep fake—what is that? Yes deep fake, can be voice cloning, which is neural speech synthesis and then you have deep fakes that are visual, so you have you know face swapping, as it's called.   You have very convincing deep fakes speeches, and you have voice clones that that more or less if you're not paying attention can sound and they're getting better again by the day. Katty What are the IP implications of that even with the content that's created on some of these other sources? Eros The IP implications in Japan passed that the data used that's you know regenerated, it kind of goes back I mean it's not if you alter something enough, a patent or intellectual property laws don't cover it because it's altered, and to prove it becomes an arbitrary task for it has an arbitrary result that's subjective. Katty You are the founder and chief product architect of BlackDream.ai. Tell us a little bit more about that what the core focus? Eros: So initially again it was conceived to research computer vision systems, adversarial machine intelligence. There's adversarial prompt injection, where you can make a prompt to go haywire if you kind of understand the idiosyncrasies of the specific model dealing with, or if you in construction of the model, found a way to cause perturbations in the data set, like basically dilute or compromise the data that it's being trained on with malice. To really kind of study those effects, how to create playbooks against them, how to make you know you know zero trust fault tolerant playbooks, and methodologies to that was the ultimate idea.  There's a couple moving parts to it, it's part consultancy to establish market fit so on the point now where again, Sandhill Road has been calling, but I've bootstrapped and consulted as a means of revenue first to establish market fit. So I've worked for companies and with companies, consulted for defense initiatives, for SAIC and partnering with some others. I have some other strategic partnerships that are currently in play. We have two offices, a main office at NASA/Ames, our headquarters is that is a live work situation, at NASA Ames / Moffett field in Mountain View CA so we are in the heart of Silicon Valley and then a satellite office at NASA Kennedy Space Center ,at the in the astronauts memorial building, the longevity of that which you know it's just a nice to have at this point because we are Silicon Valley-based for many reasons, but it's good to be present on both coasts. So there's an offensive cyber security element that's being explored, but predominantly what we're working on and it's myself as the sole proprietor with some third party resources, more or less friends from my SpaceX /Hyperloop team and some folks that I've brokered relationships with along the way at companies I've contracted with or consulted for. I’ve made sure to kind of be vigilant for anyone who's, without an agenda, just to make sure that I maintain relationships with high performers and radically awesome and talented people which I think is I've been successful in doing.  So I have a small crew of nonpareil, second to none talent, in the realm of deep learning, GPU acceleration, offensive cyber security, and even social robotics, human interfacing AI as I like to call it. So that's where Blackdream.ai is focusing on: adversarial machine intelligence research and development for the federal government and defense and militaristic sort of applications Katty This image of an iceberg comes to mind that we only see in the tip of it over the water you know with the fun everybody's having with the Dall-Es and the ChatGPT's but just the implication of it, what is happening with the depth of it ….fascinating!! Thank you you for being with us and just allowing us to kind of just maybe dip our toe a little bit under the water and to just see a little bit of what's going on there. I don't know if I'm clearer about it or if it was just a lot more research needs to be now done on my part to even learn further about it. But I really want to thank you for coming here. I know you're very active in the space and you speak constantly on about AI and you're coming up soon on “Voice and AI”. And where can people find you if they wanted to reach out and talk to you some more about this or have some interest in learning more about Blackdream.ai? The websites about to be launched Blackdream.AI. On Linkedin I think only Eros Marcello around and www.theotheeros.com,  the website was sort of a portfolio.  Don't judge me I'm not a web designer but I did my best. It came out OK and then you have LinkedIn, Instagram its Eros Marcello on Twitter/X its ErosX Marcello. I try to make sure that I'm always up to something cool so I'm not an influencer by any stretch or a thought-leader, but I certainly am always getting into some interesting stuff, be it offices at NASA Kennedy Space Center, or stranded in Puerto Rico…. you never know. It's all a little bit of reality television sprinkled into the tech. Katty: Before I let you go what's the last message you want to leave the audience with? Eros:  Basically like you know I was I grew up playing in hardcore punk bands and you know.  Pharma and Defense, AI for government and Apple AI engineer, none of that was necessarily in the cards for me, I didn't assume. So my whole premise is, I know I may be speaking about some on higher levels things or in dealing more in the technicalities than the seemingly, the whole premise is that you have to identify as a creative that this is a technical space and the technical is ultimately going to inform the design. And I didn't come out of the womb or hail from you know parents who are AI engineers. This isn't like a talent, this is an obsession.  So if I can learn this type of knowledge and apply it, especially in this rather succinct amount of time I have, that means anyone can. I mean it's not some secret sauce or method to it, it's watch YouTube videos or read papers, you know tutorials, tutorials, tutorials. Anyone can get this type of knowledge, and I think it's requisite that they do to bolster and support and scale their creative efforts. So this is gonna be a unique situation in space and time where that you know the more technical you can get, or understand or at least grasp the better output creatively the right it will directly enrich and benefit your creative output and I think that's a very kind of rare symmetry that isn't really inherent in a lot of other things but if I can do it anyone. I love it thank you for this peek into what's going on the defense component of it, the cyber security component of it, the IP component of it… there just so many implications that are things we need to talk about and think about, so thank you for starting that conversation. Absolutely pleasure I appreciate you having me on hopefully we do this again soon.    

25m

Oct 22, 2023

Rachel Cooke https://www.linkedin.com/in/rachelcooke1/ | Lead Above Noise https://leadabovenoise.com/ | Modern Mentor Podcast https://www.quickanddirtytips.com/modern-mentor/   Katty: Today, I have the pleasure of welcoming Rachel Cooke to our session here today and talking about the employee experience and why it is so impactful for both engagement as well as retention in our companies. Welcome, Rachel. So happy to have you here. I’m excited to talk to you about this incredibly impactful journey that our employees go through and that we go through as business owners and as managers of our teams. Katty: I had the pleasure of hearing and meeting Rachel at the Association of Talent Development Conference in San Diego. We've been talking about having her on here so that we can talk about the WHY of this amazing initiative, as well as the road trip that Rachel refers to when she talks about the employee experience. Why don't we start there? Let's talk about this journey, this road trip that we're on. Rachel: That's awesome. You have such a good memory, Katty. I do love a good metaphor when I talk about these things. I use the road trip metaphor, you could pick many, but I think sometimes, something like the employee experience can feel kind of cloudy and ethereal and nobody quite knows how to wrap their hands around it. And so, I like to say that the employee experience is a journey and I think about it as a road trip and it has these three core elements. To take a successful road trip, you need a destination; you need to understand where you are going, you need a road map; you need some turn-by-turn directions, and then hopefully you've got some fuel in the tank, and if you're lucky, some snacks and a playlist, but something to sort of fuel you or give momentum to your journey. That's how I like to think about it. Katty: I love that. Can we start at the beginning of that employee experience? We're in the recruitment space here at Artisan Creative and I sometimes get the impression that the employee experience for some companies starts after the onboarding. But we see the employee experience, the candidate experience if you will, even before being hired. You know how the interviews are conducted, how they're being responded to during that whole application process. So maybe it's the pre-journey of the journey, right, the conversation, and that state. Can you talk a little bit about that? Rachel: Yeah, I see your pre-candidate experience and I would say it goes back even further than that which is the experience that your existing employees are having within your organization, such that they are going to be ambassadors of and successful recruiters of that talent to whom you want to deliver that amazing candidate experience. I do think it is always ongoing and continuous. I think fundamentally for me, what stands out about the employee experience and where a lot of well-intentioned companies are getting it wrong, is that I think companies tend to think about the work that we're doing and then the employee experience,  that we think about later when we have free time. Which spoiler, we never have free time. I believe that a real powerful employee experience fuels rather than follows the work. I think employee experience is not about free food, foosball tables, and sort of fancy cocktail parties. It begins with how we enable our employees to deliver the work that we have hired them to do. I think that resonates even in the interview process. Even in the recruitment process, I see organizations posting roles and then running these potential candidates through the wringer with really complex application processes. You've got applicant tracking systems, you've got recruiters that have this as #17 on the priority list and people are interviewing with 27 different people and then waiting months and months and frankly, in a buyers' market, which we may not be in right now but we will be in again it's an off-putting experience for somebody to have. For me, the fundamental first question is what can we be doing as organizations to streamline and simplify how we are finding, attracting, and recruiting top talent? Where can we strip out some of the noise I can guarantee, there is plenty in there. Katty: Absolutely. I 100% agree with you. I recorded a mini session on the whole interviewing journey and that's what I talked about. Sometimes, our intent as a company is to make sure all stakeholders are involved, make sure everybody has a voice, and everybody has had the chance to meet the new candidate, the new prospect if you will. But the implication of that is very different and how it lands on someone could be very different. Sometimes we don't look at that side of it as to how it is my six-step interview process and assessment reflecting on us as a company. Rachel: I could not agree more. You might recall that in the presentation I gave at ATD, I talked about these four pillars of the employee experience which are very much about asking the question, what are we as an organization doing to enable our teams to effectively deliver, develop, connect, and thrive? To me, when we get those things right, we are both fueling work results and outcomes and we are effectively engaging our employees. In that parlance, going back to this recruitment experience, in recruitment engagement, our goal is to find top talent and bring them into the organization, right? What we should be asking in the organization is if we want our existing talent to do our internal recruiters or hiring leaders,  what we need them to deliver in this context is top talent to our organization. We need to be asking questions about what we can do to help them deliver that result more effectively and often it is stripping out extra voices, extra process steps, and extra approvals. It is streamlining the process. It is getting to the heart of the matter. It's not having 17 different people ask this person the same 25 questions. So on when we're thinking about it  all of our work, all of the pieces of the employee life cycle through this lens of how to help people deliver, develop, connect, and thrive. That first question is to deliver and so I think in so many recruiting processes we have all of these extra steps and overwrought decision-making processes and approvals, and, you know we have 17 different systems that need to talk to each other. We have made it so much harder for our internal recruiters to deliver, which means finding the candidate and bringing them in. How do we simplify it? How do we streamline it? How do we empower the right people to get it done quickly and effectively? Katty: I love that. Can you dive a little bit more into each of those steps and what could a company do as they're trying to enhance their employee experience, what can they do in the delivery stage, the development stage, the connect stage, and the thrive stage that really would deliver that? Rachel: When we were at the ATD conference, and we had the good fortune of watching a keynote delivered by Adam Grant, who is a tremendously renowned Organizational Psychologist, Leadership Researcher, and Speaker, something he said that resonated with me was that in the current environment that we're in, the number one most critical leadership capability he said it's not a lot of intelligence, it's not charisma, it's not vision, it's not all these things. The number one most critical leadership capability that any leader needs today is agility; the ability to quickly pivot and to see what's happening at the moment and be able to flex. That resonated with me because that very much aligns with the way that I think about the employee experience. I think that what's happening is that organizations are looking for those best practices out there. What are the experts saying we should do around development? What are the experts saying we should be doing to drive connection? The way that I think about it is the best way to enable your employees to deliver their best results, and their best impact, the best way to get them to develop new skills and to feel invested in and grow and be coached. The best way to help them connect, whether you are hybrid or remote, you know the best way to help them connect, with customer with purposes, and finally, the best ways to help them thrive, which to me is about feeling well and balanced and whole is you've got to understand where they are today and where they need to be. I think where so many people are seeking those external best practices, what they need to be doing is seeking the expertise of their internal experts, which are their teams, and their employees. When I run an employee experience audit with a company, what I don't do is come in and tell them what to do. What I do is I come in and help them understand this framework. Why are these the four pillars? And we talk about some data around why delivering, developing, connecting, and thriving are so important. But the expertise that I bring is in the asking and the facilitating and the synthesizing. So my expertise is not in the ideas or the tactics. My expertise is in framing and asking and soliciting ideas from employees so that I can come back to a leadership team and say, here's how well your employees are currently able to deliver, develop, connect, and thrive. Here are some of your blind spots, your opportunity areas. We're going to assume positive intent, you mean to do well, but here is a place where people are struggling to deliver because they're struggling to access this system. These types of decisions take too long to make. Or in the develop bucket, you've got a million courses in your learning management system, but nobody can find time to do the learning, or there's not a culture of coaching. What about upskilling your leaders? My expertise and the value I bring to an organization is tapping into the wisdom that they are sitting on and they didn't even realize it. When an organization can open its ears and be agile and say, OK, whatever employees need at the moment, that's what we're going to do. That's where we're going to leverage that Adam Grant wisdom that's where I see the employee experience start to shift quickly and meaningfully. Katty: Love that. And I should have known that because agility is one of our core values. But the word was just out of my mind. Rachel: You’re doing it so organically, you don't even think about it. Katty: There you go. That must be it. But thank you for saying that because you are right. We forget that sometimes those little things may seem little and I will get to it later, but impact what that experience is. Not being able to have your different technology pieces talk to each other and having to do ten steps to do something that would only take two steps in reality and so forth. So I love this notion of every organization has its potential and its opportunity bucket. You go in there and you can find out what that is. I would imagine part of that whole component of that employee experience also is how much they feel heard and seen and belonging and that whole component of that teamwork plays profoundly around that. Rachel: Absolutely. I so often go into organizations that have these robust employee engagement surveys that they run once a year and then they get all the data and they spend months crunching and analyzing and slicing and dicing, and from the employee perspective, they're like we took the survey three months ago, I haven't heard squat. My voice doesn't matter and I'm not going to waste my time doing next year's survey. Whereas with these employee experience pulse checks, I call them, it is fast. I go in, I run these focus groups and we turn around results within a week and we deliver a set of actions. Recommended, small actions. They don't need lots of dollars and lots of approvals. Tweaks. It's a series of experiments. Let's try making all of our 60-minute meeting default is now 45 minutes versus 60. Or we don't do meetings on Fridays. Or let's experiment with instead of me, the leader always running our team meetings, we're going to take turns running them because people want an opportunity to have that leadership experience. We look for these small, quick-to-implement experiments that we can run and we run them through the language of employee experience. So we invite employees into these focus groups, we capture their ideas, and we reported out quickly. Then as we start implementing ideas, we say we're doing this,  “we're changing our meeting times, we're changing how we run meetings because of your voice, because of your input, it matters”. Employees feel heard and they feel valued. One of the conversations I love having is when I run these pulse checks and I sit down with the clients and I report out the results and the client says, “Well, where do we start”? I love to be able to say you already have started. Just through the action of asking these questions, not in a survey where people are filling out boxes,  it's very static to solicit action-oriented intelligence. You want to invite people into a dialogue and by inviting them into a dialogue and just letting them ventilate, letting them get their voices heard, letting them say, “Oh my God, thank you for asking. I have spent 27 hours over the past year wrangling this process when it could be so much cleaner, but nobody's asked.” Just by asking and listening and playing it back to them, you've already started the journey. You've already given them that space, you've invited them in and you've heard them. You're already past the finish line. I find that clients kind of get excited about that. We're already at step two. That's fabulous. Let's keep going. Katty: Beautiful. There's so much wisdom in what you're saying because sometimes just because we've done things a certain way all along doesn't mean there's not an opportunity to make a change. Hearing that coming from somebody else's voice is so impactful. Some people see things differently, so why not listen to them? Rachel: Absolutely. And these are the people executing the processes. These are the people who are engaging with your customers or engaging with your candidates. They're the ones who see and feel the pain points. So their inputs matter more than anyone's. Katty: Exactly. This brings me to the development component of your 4 pillars. You talk often about career development and just that internal mobility and just having this opportunity to have your voice heard and showcase what you're capable of is a great opportunity to hopefully advance within your team, advance within your company. When it comes to the recruitment phase, bringing it back to that, I often ask our clients, "Have you looked within? Is there anyone on your team that can do this or you can train or is there an opportunity for that before we start looking outside?” That's the last thing I want is to be looking outside it, then somebody internally not being recognized or at the 11th hour the client said, oh, we found somebody internal. Let's have that conversation ahead of the game. Rachel: Absolutely. I'm not a recruitment expert, but I did use to work as an HR business partner and so I partnered with recruitment one of the things that I always found with my business partners is what they would put together, you know a job description or job rack and there would be like 17 required. Do you really like the person who's going to do this job? If you want to prioritize these 17 required skills and rank them one through 17, can you do that? And they would do that. And I would say, let's look at numbers 13 through 17, what if somebody didn't have those? Could they still be successful at that job? And the answer was almost always yes. And then I would say, well, what about numbers 9 through 13? I think as leaders we tend to write these job descriptions, and like the fantasy person would be amazing at absolutely everything. When the reality is, we need to be more discerning at hiring leaders around what fundamentally does this person need to be able to do on day one? Where can we leverage somebody who may have less, let's say technical capability, but they've been within our organization for three years and they know how things work and they got our culture and they have relationships with our clients. How do we think about weighing the value of those things relative to expertise in the XYZ system? Right, because that stuff is trainable. But this three years' worth of interior knowledge and understanding of how to get things done, that just takes three years. You can't quickly onboard somebody to that. I do love to challenge organizations to think a little bit more differently and openly about what is really required and what is maybe the value of some of your internal candidates that you are taking for granted and where can we start to weigh the value of what somebody internally brings versus somebody external. Katty: I love that we are so aligned on that. I often talk about what are the must-have skills and what are the nice-to-haves. Nice-to-haves are great to have, but are they a deal breaker? If they're not, let's somehow distinguish them on that job description and also the hard skills versus the soft skills; the EQ piece of it is so important. What if somebody had all the technical skills but didn't have any of the soft skills that you're looking for? They didn't have the communication skills, didn't have the leadership skills, didn't have a teamwork mindset, like all of those things, are almost even more important because you can teach the technical component if needed. Rachel: Absolutely and not to mention, and I don't want to take us too far on a tangent, but there's a ton of data out there and I'm sure you've seen it that shows statistically a woman is much less likely to apply for a job unless she possesses 100% of the skills listed, whereas a man statistically pretty much he just needs three and he's going to go for it, right? So we are unwittingly limiting our talent pool and frankly limiting our ability to build pipelines of women leaders, which I think a lot of organizations are focusing on right now. The more skills we require, the more heavily we're going to wait for our applicant pool towards men. This is women, and I think that's something we just need to be aware of. Katty: Very valid point. Thank you for bringing that up. Can we talk about “Filtering Out the Ins”? Can you talk a little bit about that and what that was in greater detail? Rachel: I think that part of what confuses people about the employee experience, like I was saying earlier, I think we can feel kind of like everything, right? What isn't the employee experience? For me the question to be asking isn't what is and what isn't the employee experience. A better question to ask is where can we have an impact on the employee experience? I talk about filtering out the four Ins and I'll tell you what they are in just a second. But for me, the four In’s are areas that do touch the employee experience, but they are not where we get the bang for our buck. I'd like to filter them out so that we can focus on where we do get impact. The first one is what I call the intangible and that is your organizational culture. I think of organizational culture like the weather, it's like the climate, it touches us, it impacts the choices that we make, but it takes many, many actions. Over long stretches of time to shift the weather, shift the climate, shift organizational culture. So it matters, but it's not where we get impact, so I filter it out. The second “in” that I filter out is what I call the inaccessible. These are things like your compensation philosophy, the location, or the layout of your physical building. They are things that again impact our employee experience, but they are only informed by decisions made at the very top of your organization, right? Leaders in most organizations are not able to influence your comp philosophy or your physical location. So again, not a lot of bang for your buck when only C-level executives can touch it. So we filter it out, we filter out the intangible and we filter out the inaccessible. The third that I filter out is what I call the indelible or the unerasable. And these are things that I consider table stakes. Things like having fair market rate compensation, having basic policies that keep people feeling safe, and having an equitable approach to leading your workforce. These are the things that if you get them right, they're invisible. They're not winning you in any contest, but if you get them wrong, they're going to destroy your employee experience. So just get them to baseline and then. Nobody wins the employee experience contest by having fair, inequitable policies. So that's the third one, the indelible. Then the 4th one I adorably call incase you have money to burn. And these are what I think of as sexy extras. These are the free food, the foosball tables, and the fancy holiday parties. I call these the sizzle and fizzle. So they're like a sugar rush to your employee experience. They're exciting, they're fun, and then we acclimate. They're not the things that drive our experience. So when you can filter out the intangible, which is culture, and the inaccessible, which are those things only decided by the top. The indelible, are your hygiene factors or your table stakes, and then in case you have money to burn or your sexy extras, you filter those out, where you're left is focusing on creating the conditions that allow us to deliver, develop, connect, and thrive. And that's how I get there. We've taken the road trip backward. But I still love it. Katty: Well you know sometimes when you're on a road trip you have to make sure that you're not taking a turn in the wrong direction. Rachel: We're checking the rearview. Katty: We're making sure that our Google Maps is connected to the satellite still. How's that for just taking that analogy and just running with it? Rachel: I love it. I love what you did there. How would you encourage a management team to start looking at this puzzle piece? For some companies, it is a puzzle piece. They may not even know where to start. I would say there's a macro and a micro. There's the employee experience from an organizational standpoint. But, also really looking at each team and how that team leads is leading that experience within that. So how would you say for someone who's never done this before, maybe they don't even have an onboarding program. This is another conversation for another day, but how would they even begin this process? Rachel: I believe that the process genuinely begins with education and alignment. I go into several organizations and I'll talk to a handful of senior leaders, and each one has a completely different definition of what the employee experience is or what matters. So I think if it begins with just bringing a leadership team together, having a conversation, providing an education on why these four pillars, right, What's the data behind why these are the four that matter and what do they mean, right? What are the things,  when we think about what helps organizations deliver, we think about things like. Do we have the right number of priorities? Do we have alignment? Do we have tools and resources? Do we have obstacles being stripped out? When we think about what helps teams develop, do we have a culture of coaching? Do we know how to give feedback? Do we have on-the-job experience? Do we have peer mentors? So bringing a leadership team together, giving them the language of delivering, developing, connecting, and thriving, and just helping them understand what are some of. Those bullets are underneath each of these pillars. I think it starts there because you cannot move an employee experience until you begin by just understanding what constitutes it.  So I always begin there. A lot of my engagements will begin with a keynote or an interactive workshop with the leadership team just to start building that language. From there, I love to encourage a leadership team or senior leaders to just start using that language within the organization because again, you've got employees walking around saying well I think the employee experience at Google is better because they do free food. What I think is important is that leadership teams start to talk about the employee experience through the lens of we want to fuel and not follow the real work. So it begins with conversations, from there, I think the next step is just a little bit of observation. Once we start thinking about the employee experience through the lens of deliver, develop, connect, and thrive, it helps us to put on a filter that suddenly now we can start to spot. Oh, you know what? I recognize as a senior leader, I've been sitting on this decision for three weeks and I'm now realizing seventeen people in this organization who have not been able to get anything done because I'm sitting with this thing on my desk. It helps us just to start to notice some of these opportunities. I think that that's really where it begins. From a macro perspective, I think the executive leader's job is to have this language, have this awareness, start to talk about it, start to cascade it down to their leaders, and start to infuse it into the organization. I think you're right, Katty, that there are things that need to happen at the team level as well because a lot of times what's keeping the marketing team able to deliver is very different from what's holding back the HR team, the recruiting team, the finance team, and so on. Giving leaders at the function or team level some tools and some skills around what are some questions you can ask your team to solicit their ideas? How can you facilitate candid dialogues such that your employees will not just have the ideas but feel safe? Been offering them speaking up, How can you as a leader at that level start to implement experiments and have a sense to know if it's working or if it's not working, what's working well and how do we continue this? I also love to talk about starting to infuse practice sharing conversation. So over time bringing leaders of different functions or teams together to share strategies. Oh, I tried this with my team and it worked incredibly well. Maybe you want to try this with your team. So I think it's a very organic process and this is why I call it a road trip. It's not a project it doesn't have you know it's not a one-month thing. It is a journey, right? It is always kind of ongoing, but you have to have clarity of that North Star and then invite your team to help you inform the road map or build the steps. Katty: Sometimes it's not a straight line. There are bumps in the road and there are some curves and so forth. So a final question. And it’s a big one it has to do with the hybrid workforce and this, you know, that we have to admit, work has changed. My company's been remote for 12 years, so having a remote workforce is a normal thing. We came together and we built culture, probably in a more focused and intentional culture building because we are remote. But now we're in the space of people wanting people back in the office and or trying to navigate the whole hybrid space, can we talk about the employee experience as it relates to the remote and or the hybrid workforce? Rachel: Yeah, absolutely. I mean there is no doubt that things have changed significantly, and I don't believe anybody has cracked the nut on this yet. I think we've learned a lot. I think we still have a lot more to learn. I love to tell people one of the things I like to do in my free time is go hiking, very gently. I like a gentle hike. Sometimes you go to a public park and you will see a sign that says something like a “$500 fine for littering, be warned.” Other times you'll see a sign that says “Please help keep our parks clean, take your trash out with you”, and at the end of the day those both drive the same behavior in me. Either way, I am going to throw out my trash and not litter, but in that first example, that sort of threat-based example it makes, you know, this makes me wanna revolt. It's almost like, well, can I sneak a piece of trash in there? Don't talk to me that way. I'm a grown-up. But when you invite me to be a part of something bigger, you invite me to be one of the many who are keeping this beautiful public space clean. That inspires me and that excites me and I think about that. The principle is, the way that we are bringing our teams together I think too many organizations in my opinion and my experience are going with the must be in the office three days a week or everyone's in on Tuesdays and Thursdays, which to me is sort of like that don't litter or will fine you sign because people resent it, right. When you are threatened and when you are forced, what you are compelled to do, the human reaction, the human gut reaction is “No, no, don't tell me what to do.” I think companies are without purpose, forcing people to do a thing that is backfiring. I'm not focused on keeping the park clean. I am focused on how angry I am at that sign. What organizations want to be doing is driving engagement and driving in connection and by forcing people into an office, I think it's having the opposite effect. What I'm encouraging leadership teams to do is to be thoughtful about it. Rather than Tuesdays and Thursdays, infuse purpose into those days. How about people come in when we're bringing customers in? Or people come in when there's a big brainstorming day. Or people come in when we're doing a leadership offsite or a learning event, when we infuse a sense of purpose and we're all together into bringing people physically into an office. I think that that can be so much more powerful. I think forcing people's hands is not the way to do it. I just ran a meeting  a couple of weeks ago. It was a 25-person leadership team. 50% of those people were physically together, including me. 50% were remote and I was not granted, I am a facilitator, so this is what I do for a living and I understand not every leader can be so thoughtful, but I was really thoughtful in how I designed that experience such that we made it feel, as much as possible, like everybody had an equivalent experience of that day. I think the more thoughtful we can be when we're operating in a hybrid way to make sure that we're not doing exercises where half the people see things on the wall and half the people don't. To make sure that we are leveraging that virtual technology, I had people buddy up. So everybody who was participating remotely had a buddy in the room, and that was just their point of contact. And so if somebody participating remotely had an idea but couldn't raise their hand or couldn't hear something, they would ping their buddy, and their buddy would ping me. That's just one tactic but I think about being thoughtful about how we equalize the experience when we are operating remotely and not make people feel like first and second-class citizens based on where they're participating. These are just some of the things I have started to pick up along the way. Katty: I appreciate that. I appreciate the buddy system quite a bit because sometimes, you may forget the person who's on the screen or not, you know. Sometimes they don't realize they're on mute and they're trying to say something and it's just not working. So we appreciate that buddy system. So Rachel, as we wrap up, we talked a little bit about your expertise and what you bring to the table, but can you talk about Lead Above Noise, how it came to be, and where you see yourself growing in your practice? Rachel: I started to Lead Above Noise in 2015, and I named the organization because I had worked for many years as an HR practitioner in big corporate America, and I found that as organizations, we just keep throwing more and more stuff at leaders and it feels like the leader's job is to somehow juggle more and more. Whereas, I believe that is the crux of being an effective leader and being a successful organization is really about understanding how to filter out all the noise and understand what to focus on and it's so hard to say no to the things that aren't going to fuel you forward and yet I think it's one of the most important things that we can do as leaders. I really, truly believe that the most successful organizations in the world, I don't care how good your product or service is, your organization will only ever be as strong as the talent you've hired to deliver your products and services. So investing in your talent, understanding their experiences, and developing your leaders, I think is truly the secret to success. That is what we specialize in in Lead Above the Noise, we focus on employee experience. We do keynotes and we run these audits within organizations to help them build these action plans. And then I also run a group coaching program for leaders which is called SIMPLE, which is an acronym that focuses on building what I believe is kind of the six core skills, the six foundational skills. You used the phrase earlier, the must-have and the nice-to-have. I think especially when people are stepping into new leadership roles, they're trying to boil the ocean, they're trying to learn everything and I think I run this cohort-based program that helps leaders understand what they need most critically, start by building those skills and get really comfortable, confident, and then they can add other skills over time. So that's really where I spend my time.   Katty: I love it. There's a through line in everything that you've said, wrapping it up with SIMPLE, pretty much everything you've said from when we were talking about the job description. Taking things out of the job descriptions that aren't necessary, the four INs, you know, the Ins that you were talking about, taking those out of the, filtering them out, and then with the leadership that you just spoke about is, you know, just let's focus and simplify it. Let's just really get to the core of what it is that we need to do. Anyways, there is so much noise around us and so much noise. Hard. But yeah, we've got to keep filtering. Yeah. Well, I appreciate your time. Thank you for being here, and thank you for sharing your wisdom with our audience. I loved this conversation.

40m

Aug 23, 2023

Desmond is a Master Facilitator, Senior Consultant, and Implementation Leader working in Equity, Diversity, and Inclusion Work at the Arbinger Institute https://arbinger.com/. Find Desmond on Linkedin https://www.linkedin.com/in/desmond-lomax-cmhc-cpm-1837a439/ Arbinger books: Anatomy of Peace https://www.amazon.com/Anatomy-Peace-Fourth-Resolving-Conflict/dp/1523001135/ref=sr_1_1?keywords=arbinger&qid=1690677965&sr=8-1 The Outward Mindset https://www.amazon.com/Outward-Mindset-Change-Transform-Organizations-ebook/dp/B07V4GKZCV/ref=sr_1_2_sspa?keywords=arbinger&qid=1690678029&sr=8-2-spons&sp_csd=d2lkZ2V0TmFtZT1zcF9hdGY&psc=1 Leadership and Self-Deception https://www.amazon.com/Leadership-Self-Deception-Getting-Out-Box/dp/1523097809/ref=sr_1_5?keywords=arbinger&qid=1690678029&sr=8-5 -------------------------------------- Desmond Lomax and I met at the ATD conference, the Association of Talent Development in San Diego. Desmond is a Master Facilitator, Senior Consultant, and Implementation Leader working in Equity, Diversity, and Inclusion Work at the Arbinger Institute. What I especially appreciated was how you were able to take this topic that is top of mind and many people out there are talking about it, but you were able to humanize it and you were able to allow the audience to be able to connect from a human to human level. That obviously is so important in every environment, every circle that we’re in.    For our conversation, I wanted to bring that into the workplace, specifically hiring and integrating new people into the mix. But before we get into that, I'd love to just know how you get involved in this line of work.   Desmond I started in the prison system. I was a therapist for the prison system and it was my first introduction to marginalized people struggling to make it in society, outside of my personal experiences.   I can't think of too many things more difficult than coming out of a prison system and returning as a citizen of the society and not feeling that you have the capacity or the resources to be able to do that successfully.   So I went from a therapist to a manager, to a state director where I was in charge of all the programming outside of the prison in the state of Utah. From there, I started teaching courses in Forensic Social Work at the University of Utah. I'm a Licensed Clinical Therapist, so it all came together.   I started doing many podcasts and videos about the things I've learned, and then my son passed away. I lost a child, he was a freshman in college. He committed suicide. I found myself in this unique position where I was like okay, Dezzy, you’ve been through some stuff now, you know what it's like to lose a child to something horrific. What can you do differently in society to create a greater sense of inclusion and belonging?   I think that's what motivates me. My son seemed isolated and alone, even though we talked every day. We had a lot of communication and people cared about him, but there just wasn't a sense of belonging for him. I wanted to do something about that. I just took all of this background and my knowledge and as I was working with Arbinger, I joined their design team, and we created the curriculum called Outward Inclusion and I spent the last few years sharing the message of what it looks like in your organization and in your space where we can, 1)  see the humanity of another person, and then 2) understand our impact on that humanity.   As simple as that sounds, there are things that we all have that interfere with our ability to do those two basic things. I've been working all over this country, all over internationally, just doing the work, being motivated by the loss I've experienced and the knowledge that I've gained.   Katty Thank you for sharing that and heartfelt condolences. I don't know how long ago that was, but it's always fresh in the heart of anyone who's lost someone. Thank you for sharing that with us. I appreciate that you took something so devastating and you were able to turn it around and then bring positive impact to others from it.   Desmond Yes, I hope so. What I've learned is that loss is energy. It's bonafide energy and either you do something with it, or it does something with you. I would like to say there are all these other options, but either that is the same energy that is just really hard. I've seen both of them in my life so I'm not trying to say I'm on one side or the other. But loss is a lot of energy that you need to transform into something or else that loss will transform you. That's what I've learned and that's what I'm trying to do.   Katty Thank you for doing that and thank you for including us in that conversation. Let's go back to the two-pointers that you mentioned. The first one was seeing the humanity in each other and the second one was impacting humanity. Can you talk a little bit more about that and how it impacts the workspace, specifically as we bring in new people into that workspace; a brand new hire joining an existing team that's been together for a long time?     Desmond I love that, Katty. I always say to people, good people, good hard-working people are often blind to their impact on others. The first step to understanding my impact is to humanize aspects of the workplace. If I'm not humanizing the workplace, and I'm seeing people as objects, either vehicles that are doing the work I need them to do, or obstacles that aren't doing the work I need to do or relevancies. When I see people through that lens, what’s happening is that I'm spending a lot of time justifying my view of a human being good enough, and spending a lot less time understanding that human being in a way in which I can be more effective.   Thus, the new employee coming into the workplace my view and my objectification of that new employee can impact my ability to improve their life-work situations.   If they approach it like “Here comes a new employee. It’s going to take nine months to get them on board. Three months to do this and one month...” If all they are is a problem that I now have to carry until I get them to a point of efficiency, they will sense that and they will resist. What we've learned is that all people will resist being objectified.   If we can start looking at the resistance in our lives and how we are seeing people and their resistance to us, we can start to recognize that maybe there are ways in which I see this person, ways in which I objectify this person that might be creating some of this resistance.   Katty You're saying that they're resisting because there's a feeling of sensing something coming from us that's creating that? They're putting their guards up. Is that what's happening?   Desmond Absolutely. Well, it's twofold. One thing, yes. A lot of times when we have resistance, it's because people have a sense of objectification. They see us objectifying them.   The twofold is this, we may be doing things to objectify them and they may have emotional luggage that they bring with them to the circumstance where they've been objectified in the past that can also create some of those feelings. It can be twofold. It's not necessarily all on our side.   As leaders, as people who are supervising, people who are co-workers, and we have a direct impact on people, we can only work on the latter part; our impact. How we impact these folks so that they feel seen, they feel valued, they feel they're a part of the process, and they feel amid all the difficulties that come along with work, that they matter to us. That’s the part that we can control.   Katty That we can hear their voices, right?   Desmond Yes. We can read a lot of books like, “How to Influence People and Make Friends,” and gain all the tools in the world, but people have a sense of when you acknowledge their humanity or not. What we’ve recognized is that in the hustle and bustle of work, when we’re trying to accomplish what we need to accomplish, at times we are not humanizing the process. We do not see people as people and they are responding in a way that's resistant to us as their leaders or co-workers.   Katty What would you recommend both from the person who's starting their job, as you said, they're also bringing their baggage into the mix. We all have them, right? We travel with them. Hopefully one day we can set them down and lose that baggage.   We're bringing that with us into a new role and our teammates, supervisors, all of them, everybody has their baggage of life with them. Right? How do we go about creating a space and creating dialogue around not allowing that to permeate? I would imagine that even during the interviewing phase, that probably can show up. Right?   Desmond Yes, this is something I've recently done in my whole life. I recently moved to a beautiful little town on the border of Maryland and Pennsylvania side of the base and Mason Dixon Line. 35 minutes from Baltimore. Amish countries. I get the best of both worlds. I can have a fresh pretzel one night and a crab cake the next night. Anyway, I'm in heaven.   We've been here for a year. We spend more time inside of our house fixing up our house may be engaging with the community. I go to my wife, like, “Hey, it's the Fourth of July. The Lions International Club is looking for volunteers. Let's do some social exercise.” Let's just get out and meet people and connect with people. It's a social exercise. We went out there for two days, we volunteered, flipped burgers and prepped hotdogs and hamburgers, and met a lot of people in the community. We have our social baggage; we have our challenges and fears that are associated with connecting with new people and being in a new space.   In the midst of all that, we have to practice social exercise, social work, and our ability to connect with others in meaningful ways. If I'm the new employee, I may be disappointed if I'm waiting for someone to engage me positively. I remember one of my first days at the prison. I worked as a correctional officer for many years and then became a therapist. The correctional work wasn't for me. I wanted to help and I didn't feel like I was helping, so I became a therapist. On my first day as a therapist, one of the supervisors goes, “Hey, what are you doing here? Don't you work somewhere else now?”  I said no, I came here. He looked at me and he goes, “Why would you do that? This is horrible.” That was my first day at work. Sometimes, the social exercise we get from others is not the most positive thing.  Sometimes, as new employees, If we don't socially engage multiple people, we'll find ourselves in a situation where the people that are engaging us can be bringing a lot of negative energy. For the new employee, social engagement and social exercise, meeting new people communicating with people, sharing your background, and gaining a deeper understanding of others is just a great way to acclimate very quickly into the process.   For new employees, it's the same type of work. For every person that comes in, there should be a system in place. We can understand them in a way that extends beyond the work and what I mean by that is when people feel seen and valued, you understand their role, and they feel supported, they work at higher levels than those that don't.   There's this generation that I come from, where it’s like I care about you because I give you a paycheck. That's my way of saying that you've worked, good job. You get a paycheck.   Somebody's like, “Desmond, I'm confused what’s with all this seen, valued, have a voice, and roles? Back in the day, you gave me a paycheck and I'm unhappy. People have changed. Pandemics will do that to them. People will change. They want more from their work environment. As leaders, a part of our social exercise is helping those people that we're supervising or co-working with feel that sense of belonging that's needed for work performed.   Katty What would you say to the managers who are in charge of creating that welcoming, open environment, how do they go about humanizing that connection and roll out the carpet, that welcome carpet for their new people?   Desmond I've got a great story about when I was a State Director. I realized that a lot of people didn't like me. So I was reflecting on what can you do when people inherently don't like you. Because I think it's the position when you are in charge and you make hard decisions. I think it's also the personality. Some people like my personality, some people can't stand me. It’s the nature of life. It's okay.   I realized that as a leader, the only way for people to see you or recognize your personhood is for you to make them a priority. So as a leader, everyone that got hired, I tell all my regional managers, you go to the HR to make sure they get all the paperwork done. You come right to my office. We have a 30-minute meeting to learn. I got to know and learn about that person and in that meeting, I got to learn about that person, I got to express appreciation for that person and I got to let them know I was there to support them. In 30 minutes, you can accomplish so much. Over several years, all of a sudden, I became a very, like well-appreciated supervisor. Because I simply took the time as we say in the DEI space, to close the proximity. Instead of being the supervisor over here (so far away in distance) now I'm the supervisor right here in support of you. You don't have to guess who I am. Right there. The proximity is closed and I'm right there to support you.   Katty Close the proximity. I love that.   Desmond Yes, supervisors need to close the proximity so that the people that are there being supervised by the other supervisees don't have to guess about the type of person they are.   Katty Really showing up as authentic leaders themselves.   Desmond Yes, if they are willing to do it. Some people don't like themselves. I work with hundreds of hundreds, thousands probably of leaders when you get down to it, who are very nervous, very insecure, and worried about how people are seeing them and their ability to lead. If I'm stuck in that space, how am I going to be anything for anyone else?   Katty If one isn't open, if they can't close the proximity for themselves, it’s going to be hard to do it for somebody else.   Desmond Beautifully stated. At the heart of most conflict is our internal struggles with ourselves. When we're treating people poorly, it’s simply a reflection of our self-worth.   Katty It’s that baggage again.   Desmond There we go. It's universal. Make no mistake, it's universal. We all carry things with us that we have to address, we have to acknowledge, and we have to love to work through them to heal. I spent many years as a therapist and the number one issue I saw was that people were so resistant to their imperfections. They were so resistant to the fact that they wanted to accomplish something and they couldn't. I spent quite a lot of time asking them can you love that part of yourself? Can we do that first? I think we can start making some grounds for changing the behaviors that you want to change.   Katty Love that. That’s sometimes easier said than done.   Desmond Katty, that's okay too. I have lifetime struggles that I'm currently dealing with that I'm trying to overcome. Things I'm trying to get better at and I struggle at those things all the time. Do you know what I call that? Being a human being. I am very human. They're just elements of my life that are very human and that I need to improve on and get better at, and things I need to love about myself that are hard to love and just going through that whole process.   Katty Thank you for sharing that. So that was point one. Let's talk about that second pointer, humanizing or creating impact with that.   Desmond I work with a lot of organizations and a lot of training has put us in this space. It's like, well, my intent is good. Let's just assume everyone has good intent. Let's just assume that we're all just, in the midst of our humanism, we all have good intent. Sometimes we're going to have conflict. I think that's a good place to start. But there's something we can do a little bit better, and that is having the courage, to understand how we're directly impacting the people who lead the Cowork in a positive and or negative way. I think that's the kicker. Do we have the courage to ask the right questions in a way, where we can get the answers we need to understand our impact? Because until we do, we're just kind of an ‘okay’ leader.   Katty That is such an important point there. I was just talking about this the other day with someone about the interviewing process and how in some companies multiple rounds of interviews are necessary and multiple stakeholders are necessary to decide whether a candidate moving forward or not. The intent may be to include all stakeholders and that decision-making, but the impact on that candidate sometimes is either the company can't make a decision or they don't like me. They're not going to move forward with me. And we just don't sometimes recognize that our intent may be a bit intense, and the implication that it has to that person is a completely different one. Just having that awareness is so huge.   Desmond It is and like I said, that's just one aspect and just look at how powerful it is. If I can just address that aspect, we can figure out a system to interview people in a way in which they feel that they're joining a meaningful work family, joining a group of people that are willing to support them, instead of running them through this gauntlet. You can interview me six, seven times, but each time if I feel more at home with the organization, I'm fine, but if you're interviewing me five or six times, and I'm feeling unseen, I'm feeling like I'm more or less going through a process instead of being a part of a process. It's going to create the consequences you're talking about. That's why when we talk about this humanization, how does a human feel going through six interviews?   Why don’t we ask them and understand their impact? Leaders are busy and sometimes they just feel they do what they think is right and they’re not asking impact questions. They're not figuring out the pros and cons. So they're just decent. Not great. Hopefully, they're good, but they're just decent leaders who are unaware of how they are impacting people. Or even worse, I really know I’m having a negative impact but I don't know what to do differently, so I'm just gonna keep an emotional distance from everyone, continue to do my job, and do it in a way where I can maintain my job and stay blind to the impact because if I dug deeper into it, it would come up in a way where I might need to change.   Desmond The most liberating thing we can do in life is change. It’s okay to be different. I work in spaces where people are waiting for me to say or do something wrong. Many of us work in those spaces. If you're in the DEI space, the Inclusion and Belonging space, and it's become politicized, people are waiting for you to say something to validate their view or to be in opposition to their view.   In situations like that, I have to be willing to humanize that process and say, “Yeah, I did say that and that's not appropriate.” Or, “Hey, I didn't understand that.”   As we say at Arbinger, it's not about being right, it's about getting it right. I can be my most authentic if my mindset is if I make a mistake, I'll just work on getting it right. Some people are so hell-bent on being right, they can't move to that stage of getting it right which would greatly improve their capacity to lead others or to work with others.   Katty That's powerful. That recognition itself is powerful, to come to that as a leader of an organization and as a manager of a team, and recognize just what you said, that DEI space is about belonging and to have not only the foresight, but the strength to step into this unknown, or maybe it's uncomfortable, but that's okay. Because growth comes from that and that's a good thing.   Desmond I would add the DEI space is about office and work productivity. We neglect that part of it sometimes. It is about work productivity. Research has been out for a long time about how people perform when they feel a sense of belonging.   We have to stop putting this DEI thing in a separate space. This is one of the things I talk about in my ADT talk. If I'm a leader, DEI is over here, away from me and I'm just doing the training. I'm trying to do this inclusion training to make sure my organization is going to be productive, but I haven't included myself in inclusion work.   It's about the other folks, it's about the females, it's about the people of color, it's about people with different sexual orientations than I am. We're missing the main fact that it is about you, no matter what your background, orientation, or beliefs are. If we all are working on inclusion, instead of it being something these marginalized groups need in my organization, that's when it fails. It fails when I don't include myself in the inclusion process as a leader. And I'm somehow supporting and helping all these other groups, not recognizing that when I feel included in those groups and we’re all feeling included, then productivity is a direct result.   Katty So powerful. It takes me to me. I'm an immigrant and I came here when I was in high school. In the middle of 9th grade, we immigrated to the States. I felt so excluded. I'm from Iran originally and this was in the middle of the hostage crisis. Probably not the best time, I felt, not the best time to be Iranian at that time, but I just felt very excluded. But I don't think anyone excluded me. I excluded myself because it felt like it was my protective layer of letting me exclude so that nobody says anything because that may hurt.   Desmond There may be a twofold thing there, Katty. I'm going to protect myself because that's a lot easier than opening myself up to criticism and there's also the second part of it that could be I literally came from a different country where maybe society doesn't see it as a great place, and because of that, I might be susceptible to things that aren't nice. So it can be twofold, and that's the complexity of the work.   There are certain circumstances whereas an African American male, I'm probably a little overcautious. Like in how I engage people and how I communicate with people. I have bosses that are like, “Dezzy, you are way too agreeable.” I'm thinking in my mind like, do you guys want me to be disagreeable too? I don't. I don't want to come off as a disagreeable black guy that you work with. Agreeable works for me. Can you just let me let it work?   So there are parts of it that are grounded in my overprotection of myself, and parts of it are grounded in a lot of evidence that I've had throughout my life where people look at my skin color and treat me differently and make assumptions about me based upon that. It's that twofold nuance there and it's universal. You've had the experience that, I've had to experience that, and many people experience that in a lot of different spaces.   Katty How do we ensure that in the workspace, in the hiring space, and in the recruiting space we can create this? We can close this proximity by using words where we can create a sense of belonging sooner than later. I think we recognize we need to do that but sometimes, it's too late and a candidate feels like they don't fit in. I'm leaving.   Desmond That's a great question. Organizations need a common language. They need a common way to communicate. At Arbinger Institute, we try to provide people with that common language, but in like a worst-case scenario, you need everyone in the organization to understand this is our organization's definition of inclusion, belonging, diversity, and of equity. We need a common language so that we can take care of the people that we're bringing in.   The other part is we need to figure out where are our weak spots. Because most organizations are struggling internally with how they're treating each other. How can I expect the new people to come in and have a different experience? We need to work on the language. Focus on what's going on internally in our organization, and how we're currently treating each other, and then create a plan which humanizes the process across the board.   I know so many organizations, that want to create all these new processes for all the incoming people and the staff that are there, are like what? Do they get a $1000 bonus for getting hired? I understand the need to get people in the door, but I'm telling you, like, you need to humanize. The process get the common language is to figure out how to take care of people internally, then create a plan that involves the incoming people as well as the internal people in this process of belonging.   Katty Because otherwise, you'll be creating separation.   Desmond That's one of the common issues we have when organizations are trying to implement DEI work, it's not inclusive. They're trying to diversify but it's not inclusive and it's not creating levels of belonging that they would like. A lot of organizations like “What we do now?” Get a common language, take care of your people internally, make sure they're supported, and whatever you do over the next few years to create a strong inclusion and belonging system, do it across the board. I tell people, everything that they do should be able to be implemented across the board. If you can't do it across the board, you need to reflect upon it and see what your purpose is.   For example, there are a lot of groups and organizations like LGBTQ+, and Indigenous American groups. We have a lot of different groups and they're great if they're inclusive. If there is just a group for just people to talk amongst themselves about what's working and not working, then all it creates are silos. it's not inclusive. All the groups should be welcoming. All the groups should be sponsored in a way that they're providing education and support to everyone in the organization. I think from the recruitment and the new hires, doing things in a way where people are humanized across the board in the organization will get you a lot further than just focusing on the new hires who then come in, because then there are people who haven't gotten what they've gotten that are now having to train them. It's a lot of meaningful conflict.   One thing is to the middle managers and most organizations, I say that the C-Suite tries to define the culture. The middle managers and first-line supervisors are running with it. What I've learned is that we're neglecting first-line supervisors and middle-level managers. We're neglecting them and putting them in a situation where they get negative both ways. They're getting negative from all the problems they've got to deal with, with their staff, they're dealing with all the problems they have to deal with from the administrators about them, and they're just caught in the middle making two or three dollars more an hour than their staff, thinking what the hell is this, right?   What I've learned is that focusing on the trainers of these new hires, the first-line supervisors of these new hires, making sure they're cared for, they're trained in a way where they can be supportive, is everything. One of the most common things I see is “Hey Desmond, this is great training, but my first-line supervisor is still treating me like crap.” If we're not empowering our first-line supervisors, and caring for our first-line supervisors, then we're going to see ongoing issues with incoming staff.   Katty What I'm hearing, Desmond is once we create that plan, it needs to be operationalized across everything. It can't be my twist on how we're going to be doing it. This is how we're doing it across the board at all levels. We all have to step into it. We all have to believe it. We all have to accept it otherwise, probably from a core value standpoint, it’s a mismatch anyway, right? It's probably not the right job for me. Someone who's not willing to embrace it.   Katty You know, Katty, you're on point. I'd add one more word, modeling. You have to model. The strongest implementation of work is modeling. I tell people all the time and they think I'm weird, but it's just truthful. I say ever since I went to preschool, my parents have taught me. how to be safe as a black male in America. Be careful how you behave. Be careful how people respond to you. If you feel you're in danger, walk away. If there's an issue, do this. If someone comes to you in the middle of the night, call us. In my day, it was a pay phone. Get to a pay phone and call us. My whole life since I was in preschool, I've been trained to behave or act in certain ways to make sure my environment is safe; safe as I can control. I received my Ph.D. starting at the age of 4, 1/2 to now, of understanding people. Understanding the energy they bring, understanding the safety they bring or lack thereof. Understanding their frustrations and anger. I am just focused on the nuances of the people I work with, for good or bad. So when you come to me with this great, do I project right or this great initiative that we're going to do? And I'm using my skills. I'm 49 now. I'm using my 45 years' worth of skill to evaluate you as a person. I'm going to have a pretty clear, clean sense of whether you're genuine or not about the work you're going to do. Or whether this is just one more thing that you've been obligated to do as my supervisor   Katty Checkbox, right?   Desmond Yeah. I'm not alone in this. I'm not the only one in society that has been trained for safety to pick up on the nuances of others. I know women who will tell me at least you can walk around at night. It’s like I've talked to women who said, Oh my goodness, like that has been my experience, Ever since I've grown up, I've been very sensitive for my safety. So people know when people are thinking, they know when things matter to them. A lot of times we have these leaders that are going through the motions of the work. People know. Just before they even open their mouths, whether it's something authentic, or whether it's something you're just going to do the motions on. That's one of the reasons the DEI processes often fail.   Katty Tell me about the process you guys have at Arbinger and please share a little bit about Arbinger and what it is that you do and how you go into organizations to create impact.   Desmond We are an organizational change organization. We work on mindset change. One of our mottos is we like to humanize the workplace. We go into organizations through consulting and training, and we help create a common language. We call it the outward mindset, our ability to see people as people, or our ability to see people as objects. In the process of creating this language, we have multiple curriculums: outward performance, outward leadership, and outward inclusion, are just 3 trainings we have to help humanize the process, whether it's in performance, whether it's in leadership, or whether it's in inclusion work to humanize the process in a way in which people have a sense of our authenticity.   In a way in which people feel seen and they respond based upon it. We have multiple frameworks built around this understanding that humanizing another person, that's our quickest way to create resolution. In most of our most complicated circumstances and situation.   Katty Amazing. I'll be providing your contact information and Arbinger if anyone wants to reach out to you and needs that support to bring that into their organization. But if they wanted to do it on their own, if they were so passionate about creating a sense of community and belonging and just being heard and being present, how did they go about it themselves? What's the first thing you talked about? A common language, but maybe that's beyond them, right? Maybe that's an organizational thing. Be just within their team, what can they do?     Desmond There are a few basics, you can start by reading. We have a couple of best seller books. One is called “Leadership and Self-Deception.” It's on Amazon, one of the best sellers on organizational behavior work. And one book is called “Anatomy of Peace.” It's probably one of the number one or #2 conflict resolution books on Amazon. Then a third book we have is called “Outward Mindset”. So those are good foundational books that you can start to read. You can read them as a team and then start to get some of that language together. We also have public workshops. You can go to www.arbinger.com http://www.arbinger.com. There are public workshops you can sign up for there as well to take a deeper dive into some of the things I'm talking about. We have a bunch of different mechanisms like I said, from the options of just grabbing one of those books, to signing up for a public workshop. We have a bunch of options that we offer as an organization.   Katty It seems that as long as someone is open to having those half-hour meetings that you were having with your team, which sounds like with existing and new people. We just really need to open up the door for bringing our full person to work, our full self to work. Just really look at people as if they are who they are, they're human beings. They're not the admin. They're not the tech guy. They're not the designer. They're human beings. A human is being there with challenges, struggles, aspirations, all of that and we need to see that.   Desmond Yes, and I will throw one more nugget out there for your podcast to reflect upon. When I don't see the humanity of another person, then I spent a lot of time justifying why they're not human or not as human as I am. When I stay in that justification, I form bonds of anguish and frustration with those individuals.   When we're asking you to see people as people, we're not asking you to just only see the good side of people or take a Mother Teresa approach to life where you're giving everything of yourself. What we're asking for you to do by seeing another person's humanity, is breaking free of the bonds of anguish that are associated with seeing them as an object. We're asking for emotional and cognitive freedom. When you see the humanity of another person, it's a much better place to start.   When you're looking at the challenges and conflicts of your life, if you start with objectification, it's always going to be much more difficult to resolve something than when you start with an analogy, another personality. And like I said, someone may say, well, That's what somebody is saying. I can feel it. But I'm telling you, we all struggle with this, and it's just a dilemma that we got to limit and learn to face while doing our work, doing busy work, and accomplishing the tasks that we need to do at work.   Katty That's probably it. We're so busy running around in ten different directions that it feels like if I take a pause back, and connect with you, I don't have time for that so can you do whatever you need to do?   Desmond Right. Katty, you're on point. We don't see it as a part of a long-term solution. Taking that 15 to 20 minutes to understand a person more deeply, to help that person to solve their concerns, were more likely to get the accountability that we seek. In objectification that's associated with correction and it goes back to the whole impact piece. Then I may not realize that my intent may be just to get it done quickly, but the impact that I'm leaving with you as well, you can't do it yourself. So let me do it for you. Yeah, that's a whole conversation there too.   Desmond Beautifully stated.   Katty Thank you so much for taking the time and talking about what it means to be inclusive, and what it means to create a space of belonging in a in a work organization. But really we're talking about beyond that, we're talking about just in any interaction between any two people. That's talking about.   Desmond, I've learned  a quote recently that was like “when you interact with people, we want to leave them better than when the came.” The goal in life is to leave a person better off with the experience you've had with them then when they first interacted with you. I've made my mistakes and had my struggles in life for sure to accomplish that, but I think being much more aware that that's a process for me has been very helpful to recognize that each person is a person. One of my goals in life is to improve my impact on that person.   Katty Thank you for sharing that message with everyone. If we all could do that, it would be a beautiful world. Well, thank you so much again. As we wrap up this conversation, I will share the books that you mentioned. I know you've authored some of them, “The Anatomy of Peace.” Incredibly impactful. I got a chance to get that when we were at a ATD. I want to thank you for taking the time to being here with us and talking about this really, really incredibly important conversation. Not just because we need to check a box, but because we all need to see each other as the humans that we are.   Desmond Yes, and I will add, I didn't author the book, the Arbinger Institute as a whole did, but, thank you. You'll find the books and Amazon at the Arbinger Institute. They listed there as an institution.   Thank you, Katty. I appreciate your time. Thank you for the invitation. Thank you for being the type of human being that's willing to lean into conversations that I think create solutions where we often don't see solutions. Some people see this space as a dilemma that we have to overcome or try to figure out, but there are a lot of solutions and inclusion in this space. Thank you for inviting me to be a part of your podcast.   Katty It's been a pleasure talking to you, Desmond. Thank you.    

54m

Jul 30, 2023

Suzan Oslin https://www.linkedin.com/in/suzan-oslin/ concreteoasis.city https://www.concreteoasis.city/   Suzan is an independent XR creator with a focus on persistent, geo-spatially located AR. She uses immersive technology to build aspirational futures that reflect her own wonder and awe for the beauty of life–at the same time revealing ugly truths that endanger our very existence. Using her mastery of experience design, she crafts interactions intended to engender empathy and motivate positive action.    Katty Where are you? It's beautiful where you're sitting.   Suzan I’m at the AR House https://www.arhouse.la/ here in Los Angeles, and it's a co-working, co-living space run by Aidan Wolf https://www.linkedin.com/in/aidan-wolf-1a477092/ and Lucas Rizzotto https://www.linkedin.com/in/lucasrizzotto. Every month, they bring in ten new artists, where we live and collaborate together for four weeks. And it's in a beautiful house in the hills of Hollywood. We have a pool and a sauna and we invite people in from the public to be a part of the community and it's just a really amazing place for artists and creators to be inspired, build relationships, and build cool stuff.   Katty What a beautiful idea for collaboration. All AR projects?   Suzan Not necessarily but it's pretty much AR/VR as far as I know. Some artists come in and they're not necessarily developers, they're designers or illustrators, but they're pretty passionate about the AR/VR space, and they'll work usually with one of the devs to build stuff.   Katty Okay, let's step backwards just in case there are some people in the audience who may not be familiar with AR/VR. Can you just give us a quick little rundown of augmented reality/ virtual reality and then we'll start with how you got started in this.   Suzan There's sometimes a lot of confusion about that. Virtual reality is when you're completely immersed within a digital or virtual world, and that's usually through a headset, and there's no relationship to the outside world at all. You're completely in a created and fabricated world.  Augmented reality is when you are in the real world and your real world is being augmented by digital or virtual objects. So it's a layer over top of the real world, and usually that's done with your phone, or augmented reality glasses. There used to be a distinction of mixed reality. Mixed reality and augmented reality are kind of coming together into one thing and people talk less about mixed reality. I think it pretty much put it all together with augmented reality.   Katty And how does that play into where your career started from, which is in the UX space and what was the trajectory for you and the transition for you from traditional UX into what you're doing now?   Suzan Well, my career actually didn't start in UX. So when you and I met, my UX career was starting. I actually have a background in visual effects and animation and I've worked in the film industry for a number of years, so the 3D world is not a stranger to me. I had been doing UX for about 12 years.    I don't think I wrote a single line of code in that whole time and my background is very much in technical art. To be honest, I was getting a little bit bored with user experience design and wasn't challenged in the way that technology really challenges you. I was in a space where I was looking for my next evolution of my career. That's when I started to see, around 2018, and I started to see a lot of posts on LinkedIn and whatnot about augmented reality and virtual reality. It was more virtual reality at that time. To me, it seems like a no brainer to kind of go back to my roots, but also bring with me, my user experience design and hope to make an impact in terms of a new technology and bring in those concepts of user experience design. So often when a new technology is being created, a lot of the applications and experiences are created by the developers. And I know it makes sense because they're the ones figuring out the technology. So those are the ones that get built first and so I really wanted to have a presence of user experience in this burgeoning industry.   Katty To have both technology background, the design background, and the visual effects background in that space. I imagine the three of them together really play off of each other to help create the alternative universes that we're working on. How does Metaverse play into this?   Suzan There's a lot of debate in the industry about what exactly the Metaverse means. I just try to stay away from it. I think many of us do. I can tell you what the Metaverse means to me. Most of my work now is really in the augmented reality space and specifically in city-scale augmented reality because my vision for the future is where the digital and the physical worlds really come together and are one and that we can have digital content in context.    So that's why I'm really interested in physically located location-based augmented reality. Because it's like being in context, I think is where it's really going to make a lot of meaning and have impact. But I also believe, and I’ve believed for a long time that virtual reality and augmented reality will really come together as just being one spectrum of the other, of the same thing. So I can imagine, being in a space and putting on a pair of glasses and completely removing the light and going into a virtual reality space. There's a lot of, in terms of co-presence, having virtual people in your space, sit down next to a virtual being. Sit down next to you, so there's, that kind of mix of virtual and augmented reality. So, that's my idea and Metaverse is really the bringing together and combining the virtual, digital virtual, and physical worlds. But also having those spaces that are purely virtual and having it all connect and be interoperable and not be separate spaces. You know, similar to how the web is now, you can go anywhere on the web. That's how I see the Metaverse. It's really just an evolution of the web in 3D. In real space 3D in our world, not 3D on the screen, but in our present.   Katty You know where my mind went as you were just explaining that… this is gonna sound maybe strange, but this is the space that I've been in lately because of the book that I wrote, The Butterfly Years https://www.butterflyyears.com/, which is my journey through grief. As you were talking about being there, the memory that came out for me was can I have a conversation with my loved ones?   Suzan That have past? Katty Yeah. Like they're physically there. Suzan In a way, yes. My father passed away shortly after I got into this industry and it was always very sad for me because the technology is there now where we can do a volume capture, a 3D capture of a person and pretty much create a hologram like you see in Star Wars in real life and how I wish I had had an opportunity to capture my father before his passing.    In very rudimentary ways, that is possible and they've even been talking about this yesterday. They've even brought back to life people that have passed on and recreated their figure in 3D just through photographs, and you know, I'm sure quite a bit of 3D modeling clean up. It's pretty exciting some of the technology that's being developed in terms of presence. I think really the thing that people are after right now is creating that co-presence with people that are actually here. You have someone in Bulgaria and you're in the United States and bringing that likeness through holography into your actual space, where you can sit across from each other and have a conversation and you're digital in their world and they’re digital in your world but you physically have that connection.   Katty I've been fortunate to be at a conference where the speaker, from my very elementary vocabulary, had been beamed into that space and the facilitator and the guests were having this conversation and the facilitator was there in person, but the guest was a hologram. And it was fascinating to be in that space. And this is several years ago, so I'm sure that technology has just exponentially grown from there. But even there, it was so fascinating to be able to hear someone and it was just different than to watch a YouTube video of them. They were there, but they weren't, but they were so it was just really fascinating for them to be there and be able to answer your questions. Live, if you will.    Suzan Yeah, because you get their whole presence and all their mannerisms.   Katty When you describe what you do to people, how do you go about it to the layman audience when you tell them what it is you do, how do you how do you tell them? Do you say I'm more of a creative do you say I'm more of a technologist, what do you say?   Susan I use the term creative technologist now. When I first moved into and got interested in virtual reality and augmented reality, my goal was to work as a consultant as a UX expert, but I really got interested in making things and becoming a creator. So I see myself more as an experience creator and experience director, using the technology to create experiences out in the real world. I don't know how I describe myself!  But for the longest time when I was a UX designer, people would ask me what I did, like my family or someone that really doesn't have a lot of understanding of the technology industry, I would just say I was a web designer and it was close enough, but I can't really say that anymore. Sometimes, I just say I'm a designer. But if I'm talking to someone who understands the technology I say, I'm an XR creator, creative technologist.   Katty I would imagine. Some people don't even understand what it is that I do, even though to me it's just such an easy thing. But anyway, where does inspiration come from for you? Is it in the real world, is it in the digital world, how do you get inspired?   Suzan I would say it's the internal world. Just taking time to be quiet and allow inspiration to come to me. I would say it's like divinely inspired. That's where the predominant inspiration comes from.   Katty Is there a practice for you.. do you meditate on it?   Suzan Well I don't meditate on it, but I do have a regular daily meditation practice and I do yoga, so I definitely take quiet time for myself. I believe that myself and everyone, had been brought here with unique talent and gifts and to become quiet, I think we're pushed in that direction and we're driven to whatever that is.  But it requires getting quiet, to really listen, to know what that is. And so that's really my inspiration. That's my primary inspiration and outside I think I've always been very involved in communities. All the way back when I was in marketing, I’ve always been a part of the community and I think that's really important to know what other people are doing and know what people are doing locally. I'm very involved in the AWE, the Augmented World Expo, which has been around for I think 12 years now. I think it was the first and continues to be the biggest Expo for this technology. And I myself and my partner, Ray Mosco have been co-producing AWE Nights LA https://www.meetup.com/awenitela/ for our fourth year now. So the local chapter for AWE. I worked for many years at the LA User Experience meetup doing programs and participating. I did a mentorship program for about 4 years in Downtown Los Angeles, where once a month, designers would come in and just show their work and they had an opportunity to get feedback from whoever was there and that was really rewarding. Katty Thank you for that. That's always been something that I've really admired about you. Is this drive to give back to the community. I do remember you are very, very active in the user experience meetup space, always posting, always welcoming me and inviting me to the events that you were having, and just even given what you're doing now and where you are now. The AR house just really speaks volumes about the impact of community and the impact of collaboration and how powerful that can be.  It also takes me to mentorship and whether we mentor or are mentored, how important that opportunity is to be able to give constructive feedback, to be able to help someone along on their path. So hats off to you. Ever since I've known you, you've been doing that. I’m sure the creative community thanks you. I'm sure you've influenced a lot of people.   Katty But speaking of mentoring and giving feedback, it's hard to sometimes give constructive feedback and receive constructive feedback. Is there anything that you can share with people who maybe are earlier on in their careers and listening to this and getting excited about trying something new? Maybe you can share about your lessons learned? As you've grown on your path and the type of feedback that you've received or you've given.   Suzan Some organizations do have a culture where open communication and feedback is welcomed, but I think many more don't have that. I don't think it's very much a part of our culture in the United States. I can't say about other cultures. I think we would all be better off if it was more a part of our culture. I think that when someone offers you feedback, it's really a gift. I think most of the time it's intended to help you and help you to grow and help you to get better or help you to evolve. I think it's really great when people are willing to give me honest feedback, because then I can get better. When people are reluctant to give honest feedback, then you can't grow.   Katty It's difficult to receive it sometimes though, especially with art and creatives. Sometimes, it maybe difficult to separate the person and the piece. When giving feedback on resumes and when giving feedback on portfolios, sometimes the way it's received… somebody's identity is so tied into that piece versus we're trying to give feedback as to like, this is beautiful. It's just not what this particular client is looking for because of XY and Z. And I can see how difficult sometimes that is for somebody to hear, especially early in their path when maybe they're second guessing themselves.   Suzan I kind of feel like the distinction that is really important is that when you're doing a piece of art, if we can make a distinction between art and design is when you're doing a piece of art. You're really expressing yourself, right and it's whatever it is, and someone else's criticism, maybe doesn't really matter. Maybe you have an art teacher who's trying to develop your technique, or whatever.    But it's very different when you are getting hired as a designer. You're being hired to solve a problem. You're not being hired to express your innermost creativity. It's great when those two things can intersect, but more often than not, they may not. And so you really have to stay focused on what's the problem that you're trying to solve? Who's the audience, what are their needs, what are their goals, whether that's the client or the end consumer? It's really important that you stay focused on who your audience is and what are the needs of them. And I think then maybe that helps a little bit. So it's not about you. It's not about you. It's not about your vision. It's really about solving a problem.   Katty Right, being able to extract yourself from the middle of it. Great insights. Thank you for that. And for you personally, how do you evolve? How do you continually learn and grow? What keeps you curious all the time?   Suzan I don't know that anything keeps me curious, I just am curious. That's why my career is always evolving into something new. I like that constant learning, building, and growing. It's part of what I love about my career and so I think the one thing people in technology have is that passion to learn more and be curious. I think that's just part of my makeup.    I remember when I was doing the mentorship downtown in Los Angeles, and a lot of people would come wanting to switch into UX design from graphic design. We had psychology majors from school wanting to know how to get into UX design or people from all different things. I think that what I've always done is when I become curious about something, I start to explore it. Some people might have a plan where they're going to do this in that amount of time but I just kind of start exploring and go to the community and get involved with the community and doors start to open and I find my way. When I started in XR, and XR is a term that combines VR and AR for listeners that may not know, so when I started my journey in XR, I was going to plan to be a consultant as a UX designer, and ended up getting interested really in creating.   Katty Love that. You talked about community again, and I'd love to just hear from you as you're looking to hire people or you're looking for other collaborators. What is it that you look for? What's important to you? Is it skills, is it fit? Is it vision? What specifically draws you?   Suzan It's definitely skills. It's important to have the skills to be able to get the job done. But aside from that, what's really important to me is how they are as a communicator. Are they able to have conversations openly about their work and receive feedback? Are they good about letting me know what their schedule is or scheduled shifts so I can count on the delivery? So I'd say a second to skill is really communication is so important in any career.   Katty At every stage from the interview stage, all the way through.   Suzan Even how you present yourself online is a form of communication.   Katty Absolutely. 100% and I think a lot of people forget and they certainly forget that with social media. A lot of hiring managers do have an opportunity to evaluate and get a peek into communication styles and/or skills and so forth. I mean our portfolios, our LinkedIn profiles, all of that is an extension of who we are right now. What is it that you now know, as a creative technologist, or as just someone who's been in this field for many years and has seen your career morph and evolve to where it is today, what is it that you wished you had known when you first started in your path?   Katty Okay, think about that we’ll come back to that before we wrap up. I’d love to, again, take you back to the earlier days. Lessons learned along the way?   Suzan I think my lessons learned are don't take things personally.. Even though I think many creatives tend to take things personally. Never assume you know why a choice was made in your favor or to your disfavor. There's always 100 things going on that don't have anything to do with you. I've learned over the years not to personalize things, because that can be very constricting, and I think damaging to self confidence. That's something I've definitely learned along the way. It's something that I see other people, especially younger people struggle with. So that's the big one. I think the other thing is that there's not a finite number of opportunities. There's really an infinite number of opportunities and to believe in the possibilities of your dreams coming true and to follow those dreams wherever they take you. And there's always going to be an opportunity at the right place and the right time.   Katty Beautiful. Well you can see I have “dwell in possibilities” on my wall so I’m a big fan of just seeing what else is out there and if there isn’t, really this opportunity that we've always had but it’s probably been amplified even more now because of COVID, this opportunity to just create possibilities. To venture out to do what it is that one wants to do if a traditional 9-5 job isn’t it, that opportunity, especially in the freelance space, that we’re in. We’ve always known that this exists… this opportunity for entrepreneurship… and creating our possibilities is a beautiful thing.   Suzan Yeah, now is a good time for that. COVID had some positive impacts. I think our work-life was definitely one of them, at least for technologists and creatives, the ability to work from home and opening up so much more opportunities for freelance has been really great.    Katty How was that overall impact for you? You’ve always worked from home, have you not?    Suzan No, I haven’t always worked from home. Twice in my career I was a solopreneur. Earlier in my career when I first met you and more recently. But when I was in UX design I was, for the most part working at companies.    That’s interesting. When COVID hit it wasn’t all that different for me because at the time, I was working from home. But, that’s not entirely true because I think the intensity of being forced to be at home and the lack of human contact, and having my kids home everyday from school.. it was challenging. We live in a small house so it was really challenging and I’ve always been very much of an introvert and not really good at when I go to events. I tend to go late and leave early so I don’t have to do a lot of the networking, even though that’s the reason I go. It’s a little bit challenging for me to really put myself out there on a one-on-one basis when networking.    After COVID, the first party that I went to I was walking up to people and saying hi and introducing myself and it was completely natural because there was such a hunger for human connection. For me, that was a really positive impact, because I have a much easier time networking. In fact, that’s how I met the people here who run the AR House, and that’s how I got here.    It was the first party I had been to since COVID a few months back and I had recognized Lucas Rizzotto because I see a lot of his work online and I just walked up to him and said I love your work, I follow your work. We got to talking and he introduced me to his business partner, Aidan and I was talking about my project downtown in Pershing Square, which is a location-based AR project. Coincidentally that month, they were being sponsored by Niantic https://nianticlabs.com/en/, and Niantic is in the process of putting out there location-based technology visual positioning system. So he said “hey, you should come by and hang out when Niantic is here and get to know the cohort. I did, and then the next month, I applied to come and live here. Katty I love how that kind of came back full circle for you back into being with community. Are you able to talk a little bit about your Pershing Square project?  Suzan Absolutely, it’s my personal project so there is no NDA. Early on I got involved with the Open Air Cloud which is a Non-profit organization that promotes open and interoperable standards for the Metaverse, the air cloud, whatever we want to call it.  I had been working with them for some time and when their technology got mature enough to build something with, I decided I wanted to make a location-based something. For whatever reason I picked Pershing Square and I brought on a design partner, Laura Garcia, to collaborate with and she did some research. I wanted to do something that was impactful, socially impactful and meaningful so we threw around a bunch of different ideas and we ended up deciding on water conservation. Pershing Square https://www.laparks.org/pershingsquare/ has a history around the fountain and the design right now. The fountain is now dry, but the design was created to represent the water that is diverted to other places to Los Angeles, so it already had this history around water. We decided to do a project around water conservation and it’s coming along very slowly. I had a small development team come together for the AWE AR Cloud challenge back in November. We won the challenge and I’ve continued to develop the design. I am now in the stage where I am applying for funding. I’ve applied for three grants now… My first time doing grant applications. Hopefully, one of them says yes. The goal of the project was to do something that was impactful and also that I believed could get funded. So a lot of thought has gone into this exhibit that will be throughout Pershing Square that educates people about the water ecosystem in LA. The fact that we get our water from all these different places. The seriousness of this drought, I know we’re going to fill it this Summer. I know June 1st there’s legislation happening where we’re going to start getting restricted on our water usage and there is discussion on if we stop watering outside, and all the trees died what a huge environmental disaster that would be  and how difficult that would be to recreate that. We’re not in a very good place around water. The exhibit is intended to raise that awareness and also engage people in interactions, where we have the opportunity to interact with content that is more engaging and more immersive and hopefully drive behavior change.  We’ve put a lot of thought into how we would measure that and create partnerships with local businesses and municipalities to help us measure and bring the whole community together around the issue.  Katty Beautiful, I got goosebumps. Beautiful, congratulations.  Suzan Thank you. Well, congratulate me when I actually get the money to build it. Katty The first step is to have the idea and the concept and putting it to a true social impact, environmental impact cause so, you are there. I do remember in Pershing Square, there is even like a sculpture the represents the aqueduct if I’m not mistaken. Suzan  Yeah, it’s like a big purple wall and that's where the water used to come down the purple wall into the fountain and it doesn’t do that anymore.  Katty  The symbolism doesn't escape me that even that’s dry.  Suzan We’re going to put water back there. People will create an oasis by engaging in these water-saving activities. Then we’ll have the plants grow and the more people that contribute, the more beautiful that the oasis is. Katty  Is there a way for the public to help support? Is there a GoFundMe if a listener here hears it and say I’m interested?  Suzan That is not set up yet, but I do have a website, it’s still a bit of a work in progress but my contact information at least is there and it’s concreteoasis.city https://www.concreteoasis.city/.  Katty We’ll put that in the show notes. Where else besides Concrete Oasis can people find you? Are you available for projects? Are you available for new opportunities? How could people find you and reach out to you? Suzan  The best way to find me is on LinkedIn, that’s where I’m the most active. So it’s Suzan Oslin. I’m also on Twitter. Suzan, thank you so much for being here and really educating us on this amazing new space that you're forging into and taking us along with you. 

34m

Jul 19, 2022

Daniel Sieberg Co-Founder, Chief Content Officer: GoodTrust https://mygoodtrust.com/ Director, Innovation Marketing, Moody's https://www.moodys.com/ Author: The Digital Diet https://www.amazon.com/Digital-Diet-4-step-addiction-balance-ebook/dp/B004J4WM3G/ref=sr_1_2?dchild=1&keywords=digital+diet+sieberg&qid=1606223057&sr=8-2 (2011); Digital Legacy https://www.amazon.com/Digital-Legacy-Take-Control-Afterlife-ebook/dp/B08NWHWHPG/ref=sr_1_1?dchild=1&keywords=digital+legacy+sieberg&qid=1606222656&sr=8-1 (2020, w/ Rikard Steiber) https://www.linkedin.com/in/danielsieberg/ ------------------     Katty Welcome to the artisan podcast as we welcome Daniel Seiberg as our next guest. Daniel is the Co-founder and Chief Content Officer of Good Trust and the Director of Innovation Marketing at Moody’s. But above all, Daniel is a storyteller. Throughout his career he has told stories of brands and stories of people as a journalist, as an author, as an entrepreneur. He has traveled to over 70 countries and has worked in marketing, communications, product, and partnerships at many well known companies including Google as well as many news outlets. I’m so excited to have Daniel here so that we can talk about storytelling and how that impacts interviewing and how we can show up as our authentic selves, not only to an interview but any role that we start. So, with that, let’s welcome Daniel.   Daniel Hi, Katty. It’s wonderful to be with you and dwell in possibilities as the sign over your shoulder reads and talk about storytelling. Probably one of my favorite subjects.   Katty Yeah, thank you. I was fascinated when we had met a few weeks ago just to talk about the concept of storytelling and wanted to bring that to the audience here. Obviously, the audience who listens here are all storytellers… whether they're visual storytellers, or writers, or marketers. But this concept of storytelling is so important, and as we are recording this, the gardeners have come. So for the audience, just giving you a little warning if you're hearing noise, it’s out of my control.   Daniel This is all part of our story right now.    Katty This is the story of working from home.    Daniel Yes, exactly.   Katty It is what it is.    Daniel Yep, life in 2022.    Katty Yep, we will speak loudly to overcome that. So, Daniel, how did you get started on this path? Let’s go there first.   Daniel Yeah, absolutely and I will keep my origin story relatively tight. I would just say that my father spent his career as an engineering electronics technician working with oceanographers who went to the North Pole to study climate change. So I was exposed to the “how does anything work” kinds of questions from an early age. My family believes in service and my sister is a nurse practitioner. So that's a little bit of my orientation in the world.    And then coupled with that, my maternal grandmother died of complications from Alzheimer's and I can distinctly remember what it was like to see her at her 75th birthday party, and as an awkward 14-year-old walk up to her with a present and for her to say, “Oh, this is lovely, dear, thank you, and who are you?” And for the two of us to sort of die in front of each other in that moment. So what struck me is the value of our stories and how we pass them on. How we convey them. They're sort of the storytelling or how we do that. There’s the tools that we use to tell those stories, there's the subject matter, that people, and everything wrapped up in what it means to tell a story and of course to listen,  to receive,  or to watch. So that, I think, is what ultimately pushed me into a career of being a journalist. In my case, it was science and technology. I did a master's degree in journalism with a focus of technology at The University of British Columbia…. a long time ago.    The arc of my career went through working at CNN, covering those subjects including space and environment, and on to CBS News, and ABC and then I pivoted away from being a practicing journalist, if you will, to focusing on technology and I would say helping others use technology to tell stories. So I spent several years at Google and helped to create a couple of teams in service of empowering newsrooms to use technology to tell stories in new ways with data through different tools, training journalists, helping to identify new markets and thinking about success metrics and a lot of stuff that newsrooms are thinking about back then integrating that into their workflow.    And then left all of that about four and a half years ago and went into entrepreneurship. I continued to stay close to the idea of storytelling and I co-founded a blockchain startup at one point. I've been an advisor to many startups, started my own company that was about an immersive kind of AR augmented reality, virtual reality kind of an experience to communicate with people and hear stories of the past. A couple of years ago, I connected with a former fellow Googler who I didn't know and we embarked on this journey of co-writing a book together. And in parallel, building a company called Good Trust, which is all about this idea of digital legacy. So now that we have the first book I wrote was called Digital Diet https://www.amazon.com/Digital-Diet-4-step-addiction-balance/dp/0307887383, which was all about living with technology. And now here we are ten years later, and we're all sort of dying with it in sort of a morbid way. But this is the way that we've evolved through technology and how it captures our stories. And so, this is where I find myself, somewhere at that intersection of technology, storytelling, and all of us mere humans.   Katty It speaks to me and it resonates with me, because I wrote a book about grief https://www.butterflyyears.com/ and that whole journey through loss and certainly, memories and stories of our loved ones are particularly near and dear to my heart. And making sure that we're preserving them and being able to share that legacy. But you bring up a digital legacy, and that's pretty interesting. And I think what I gathered from what I learned from that you had shared with me about your book, and correct me if I'm wrong, it's really kind of just being mindful and being aware of the digital legacy and the footprint that we're leaving behind. Right?   Daniel Exactly, and I mean, to the degree to which if we look back or up into our family tree, if you will, and the creative output that became the sum total of someone's identity. So for example, we hope, maybe we're not all of us, many of us have an Ancestry or My Heritage profile, right? Particularly as we age, we start to think about how to capture all of that with just one or two generations earlier.    Maybe the artifacts that we have with those people are a postcard or to a letter, a handful of photos. You know, if the person lives into the 60s and 70s, maybe there's some video,  but it's in a format is hard to share and hard to preserve. But now as we get into the 2000s, 2010s, 2020s, the output of each of us has grown exponentially that reflection of who we are. We create 10x of what we have on somebody's ancestry profile every day in our email, the photos that are found and you know, the accounts we have and social media posts and on and on. And if somebody had access to all of that, you know if I could see what my grandfather actually created or thought or did or said.    I would personally be fascinated by it. Now for somebody else to come across that maybe that starts to feel a little creepy, or there are privacy issues and ethics and all the rest of it. But I do think that awareness, part of it that you referenced, is something that we've thought a lot about with Good Trust https://mygoodtrust.com/, because if somebody passes away whether you're in your immediate family, or even a friend and you don't know that they have, you know, a Facebook, a LinkedIn, still have a MySpace, like all these places where they've got all this stuff, that's sort of an early challenge. And then on another level, is there some crypto somewhere that you don't know about? Is there a retirement account that somebody forgot to tell you about its password? And all of a sudden there were these pragmatic reasons to be aware of all of this too. So there's like the emotional and the pragmatic side to know all this.   Katty And for sure, and I imagine now with creatives, and NFTs, that's a whole nother piece to keep track of.   Daniel Exactly. You know, we've tried to create ways for people to do that through something we've called a digital vault, with kind of this notion that you can assign a trusted contact to help you to do this on your behalf after you pass away or to help somebody who is already a family of somebody who's already passed away to take care of all of this, because the reality is that the average person spends about, the exact number is, six hours and fifty-two minutes a day online. I think through the pandemic, that's probably gone up. Let's just say, most of your waking hours during the day are spent somehow connected to the internet.    How much of that time you actually are creating something you want to save and remember and pass on to people? Maybe it's like 10 to 20%, but still on a daily basis, that's a lot. I mean, just today, you know, if I go back to get those notifications of a memory and remember back on this day, right? And those are photos and like I do not want those photos to get lost. These are photos and it doesn't even have to be some huge occasion when anniversary or birthday. Sometimes it's those every day, I'm using air quotes for people who can't see us because “every day” moments where you know, your kids do something and you want to remember.  When you were building a tree fort, and you know, those are the kinds of photos you want to pass on to people. So how to identify those, how do you pass them on in a way that feels tangible to someone else to do something on your behalf? This is really what we're talking about with digital legacy. It's the story of you, just in a digital capacity.   Daniel And who gets to see it and who gets to access it. And these days, we have some AI ways to think about this. For example, you can animate a photo through our site where you can sort of bring it to life, if you will. So if you have a picture for let's say, you know, from 60 or 70 years ago, you can animate it in a way that the person now has some expressions and nice to feel like so you can kind of capture their essence a little bit more and share all of that.    There are other companies, there's one called HereAfter https://www.hereafter.ai/ that allows you to have a conversation with somebody who has passed away. If you ask them some questions, so for example, if I asked you a series of 100 questions about your life, what Hereafter will do is take that data or you can do it on your own behalf and create a conversational AI experience so that you could learn about your history and you know, even after the person passed away, you have these memories and you can use your smartphone device. You know, be with the family and ask them questions. There's a video one called StoryFile https://storyfile.com/, which you can do with video you can do as an app on your phone and it's now sort of talking to you, you know. And it could be somebody who's already passed away. They did this at the Illinois Holocaust Museum and at a certain point with Holocaust survivors, you could ask them questions. So this is the direction that we're going with the stories. They are being created in a digital way, preserved in a digital way, and now sort of passed on in this digital way.   Katty Yeah, I was talking to someone yesterday actually on another podcast about augmented reality, And how cool would it be if we could create something where a hologram of a person passed could be a conversation that we're having.   Daniel Absolutely. And, you know, today it's possible in a limited way for people who either have the money or the means to do that. So for example, Kanye West gave his wife at the time Kim Kardashian, a hologram of her deceased father, Robert Kardashian for her birthday and she could actually see it and interact with it and he was sort of speaking to her you know, if you will from the afterlife. There's an example of a mother in Korea, who her daughter had died at a young age seven or eight, horribly tragic event as tragic as anybody could imagine. And what this company offered her was a virtual reality experience to interact with her daughter. They created kind of a digital version of her daughter, and then the mom got to sort of say hi, and kind of, you know, bring her back to life if you will. The mom was so emotional and watching it is difficult, and there's some part of you that, or at least for me, that's conflicted, or you think, is this what she should be doing to deal with her grief or not. On the other hand, this is how she feels she wanted to do it. And maybe it's cathartic in some ways for her to experience all of this in that way. So,fascinating discussions about all that.   Katty Yeah, for sure. I could talk to you about this for a long time, but for this podcast lets bring it back to creatives. And actually I think mostly sharing just in terms of the story we're telling about ourselves online. That's an important piece and we always on the recruitment side of our business, we're always talking to candidates about, what does your online presence depict? Is there a through line between what you say you want to do and how you've created your LinkedIn profile, for example. And then you have all these other assets that you're creating. So what could you share with us in terms of our online story? When it comes to branding, our personal brand and how that represents online? Is there something that we can tie that back into what is my story as a candidate, what's my story as a job seeker?   Daniel Here's what I would say. First of all, for me personally, I'm going to call myself a digital immigrant insofar as you know, I didn't grow up with the Internet. And, you know, it became part of my life at a certain point. But for of course, a whole other generation that we're talking about, you know, millennials Gen Z, this is just what they know. And so their life is captured in this digital way from the beginning, if you will, right? Their parents are sharing photos of them and then they have a digital presence. So they have a digital self from day one to think about.    And I think what I wish I could tell my younger self was be authentic you in every case, whether it's something you're talking about in a broader public context, like social media, or something you're sharing a little more privately or whatever it is, just be the authentic you.  Kind of imagine that somebody could either look over your shoulder or look at your account or see what you were posting, just be the same person, accept who you are. I've gotten better at doing as I’ve aged, I wish I sort of figured all this out much younger,because I think what can happen is that social media of course triggers our ego, this sense of projecting, and, you know, I think pulls out a lot of our insecurities. We may not be that person in our entirety.    When I worked at Google, we used to say that social media was a reflection of of someone's ego and search was more of your id, what are you really thinking? Right? So if you could see what people search history is versus what they posted on Facebook could be quite different. Right? And I think that prospective employers can now start to sense that if not detected  you know, whether it's within your resume, does that line up with what you're saying you did or how you conduct yourself, all of those kinds of sensitivities to think about.    I think that the earlier on in your life that you can just be that one person no matter what the medium is. Just have that reflected out into the world. I just feel like the more confident you'll be, the more successful you'll be. But this is again, I wish I could tell my younger self all this in this sort of sense. It's easier to say than to do.   Katty Yeah. Why do you think storytelling is so important? Why stories?   Daniel You know, somebody told me once that there are six words that if you say that it's anybody, they will trigger a part of the brain and their words are, “let me tell you a story.” And there's something that's universal about stories and the way that it captures our attention, and our engagement and our curiosity. Some of the best sort of human traits are fired up when we know there's a story coming. What can we learn? What does this mean? What happened? Tell me more, right? And I think for anybody who has kids, when you stop reading this story, like halfway through they’re like no, no, no, no…. you have to keep going. And it's kind of wonderful in a way to see that because but it does require, it asks of us to be this listener and somebody who is  paying attention, if you will. And I think that, to me, stories are the way that knowledge is passed on, yes, but perhaps more importantly, experience and wisdom.    For a time I had this idea of a product that was like a wisdom engine. These days, we think about the search for knowledge and understanding the facts and all of that, but what about all this tremendous wisdom that we all possess and how do we find that from other people? We can read about it and books and learn philosophy and all that. It used to be that we would sign up as human beings in a philosophy house that was what we sort of ascribed to a particular philosophy and that was our way of looking at the world, and we were a stoic and that's kind of what we thought and we talked about that and discussed it with people. These days of course, there's some of that with faith or with religion, but philosophically, I feel like stories contain so much of that philosophy and so much we can learn from them. And they manifest in different ways, movie, TV show, a commercial, an ad can be a little bit of a story, a website, an email.    I just think that they are universal and there's a finite number of universal truths that appear in an infinite number of stories. It's when people would say there are really only 16 original stories in the world and they're a million different ways to tell the same story throughout history, but I think it's one of the best ways for people to learn, and to capture something that feels fundamentally important as human beings.  We started by trying to tell people things through cave drawings…look, just pay attention to this thing. I don't know how to, speak your language or get you to listen to me, but I'm going to draw it here and just look at this thing, right?   And now people are scrolling through TikTok, and we start to lose people's attention spans. This is my great concern with stories. Is that they're going to be lost, because people can't pay attention for more than a few seconds. When I watch films now, I'm like, can we hold a shot for longer than two seconds before we have to go to the next thing and the next thing. Let's read the person's expression, let's sit for a second in this moment. I get that the world's moving at a faster pace, and I don't want to be the fuddy duddy who's like can we go back to fax machines and slow things down? I'm on the cutting edge, I like being out on the frontier,but there's something about a linear understanding of something that requires the story to capture people's attention and to learn. And if you weren't able to do that or don't have that opportunity, I feel like we're losing something as a species as a society. I'll get off my soapbox now.   Katty I agree because I think stories pull you in. As you said, “let me tell you a story”, and that naturally just makes people lean in and ask, ”what's coming next?”  Question for you, kind of going back to candidates and interviewing. How can one tell their story in a short way? Are there any tips in terms of how a candidate in an interview can just authentically show who they are whether it's through their resume or in the interview process that is concise? They can't start the interview with like, let me tell you a story. But you know, a traditional question is like, “tell me about yourself?” “How did you get started?” So are there any recommendations that you can leave our audience with in terms of how to be able to weave their story into the facts of what it is that they do?   Daniel I love when people can tell a story. I'm going to see if I can just wrap this in the right way but like, a humbly confident manner. So in other words, they're aware, they're self aware enough in their place in their own story, such that they can tell it in a sort of an articulate way. They can describe what they learned, maybe throughout their life and  in their career. But they're not saying it in a way that's sort of like well, “I've figured it all out and just like everybody out of my way, obviously you should hire me!”  It's more of a journey and kind of giving you a sense of how they got here. And I love being pulled into those stories and people talking about you know, I I went through this health scare, but I what I discovered about myself was this, and then I went on to create this thing, and I thought I had figured it all out but then this happened, and then I joined up with this person and we built this thing. I love hearing those stories.  I remember when I was in journalism, early journalism classes, I had a writing professor who said, anytime you write a biography about somebody, you've got to include a nose picker. Like a something about the person that isn't this lofty, they were this great, whatever, right? We all have our nose pickers about ourselves. Nobody's a perfect person.    I think when we go into an interview, the sense is to project, I'm perfect, not only am I perfect, but I'm perfect for the job, and clearly you should hire me and let's get to it. Sometimes I think younger people are unsure of where the balance is, they don't want to seem like they're not confident, on the other hand, if you're overconfident people tend to sort of lean back a little bit. They're like, alright, well, sorry the room isn't big enough for your ego. So I think there's some amount that needs to come into how you convey yourself and just admit that you have your own failings, right?  We all have our nose picker kind of things that we can highlight.   The classic kind of thing when people say “what's a negative attribute you would say about yourself?” The one that people have been told not to say it's like, I'm too much of a perfectionist. I just wanted to write “Oh, are you Oh, you're too much of a perfectionist?” Versus If someone were to ask me what is my nose picker? I would say I've done lots of different personality tests, so it's sort of a scary and exciting to kind of learn these things about yourself. But I feel like one of the things for me that can be a nose picker is that I consider myself a leader with passion, somebody who wants to move forward as solutions oriented. “Hey, everybody, like let's go this way. We'll figure it out. Like come on, like how can you do this? Great, awesome idea. Let's do it.” Right? And then the flip side of that, in terms of the optics of it is that it can be seen a little too intense. So people are like, Okay, well Daniel, slow down and let's pause for a minute and talk about all this and do more measures. So,  I can get caught up in my head overthinking that too. So I love when I can observe somebody else who's great at all of this, this kind of being humbly confident or whoever you sort of think about it, and observing them and saying like, I want to be like that. That's how I want to be getting out of my own way sometimes because I think also I can be able to be Canadian.I’m from Canada originally I feel like I'm an honorary New Yorker after 16 years, but I can be a little too Canadian and think, I need to defer to others or not be as you know, little forthright in what I think are my opinions.    And Canadian are terrible at apologizing all the time and wanting to be liked because we're just just like America's hat, up there and you know, “Gosh, darn it, I hope people will think we're all right in the world.” And, so rather than being this kind of like bold, American I know it's we can do this and, might so often they're in there like just wrestling way and I tried to smooth those waters to some degree and be a little more of like the calm like the duck, with the feet under the water paddling and I’m just the duck. I don’t wanna say Swan, I don’t quite put myself in that category.   Katty But they’re paddling really, really fast!   Daniel  They are paddling really fast. There's definitely that side of me, beneath the surface. But I know people don't like to see that because it makes them anxious.   Katty Yeah, exactly. That's so funny. It brings it back to authenticity, right like if you're in that interview, and you can't show up as who you are then.   Daniel Yeah. And if for whatever reason, it doesn't work out and oh my gosh, we've all had those moments. Then you sort of say okay, just wasn't meant to be. And I think that this is something else I've needed to learn over the course of my career is that the more you can be your authentic self and live in the moment and whatever's going on and accept that you know, there will be an outcome from that.  It may not be exactly what you'd imagine. If it isn't, then okay, but maybe sort of no expectations, I think is another thing. I think we all sometimes put high expectations and put it on ourselves or in a situation where we want to stay and we push ourselves and that can come across too or it's like just wow, okay, whoa…iit goes back to the intensity. And so I think I've needed to regulate that and modulate that in some ways. And just, you know, a little bit the, you know, Fred Rogers, Mr. Rogers has asked children to, or ask parents to say to their children, I love you just the way you are.    And I think if you can do that with yourself in a little bit of a self affirming sort of way, which I know that this can all sound a little too out there for some people, but if you can have these kinds of conversations with yourself, and really like who you are, and when you go into a job interview, or to have a discussion with somebody, allow that authentic self to come out. Ideally, it connects with that person. And if it doesn't, then it wasn't meant to be and rather than sort of regretting it, or trying to force it, think okay, on to the next. See that there's always another adventure or opportunity out there.   Katty Yeah, good point. If we don't show up as our authentic self, and we put on airs during the interview, certainly, that's something that when we show up to the job, day after day, day after day, it has to be our authentic self.  There's no way that we would want to or even can hold up a pretense.  It's just not going to work. It's not going to be the right job.   Daniel Exactly, it's not and that's when you drift into, I don't know if people have read Catcher in the Rye recently but you start to become Holden Caufield and you just feel like a phony, and I have had jobs where I felt like phony, because I sort of got my way in the door, if you will and then by the end, then a month or two months later, you know, it started to feel awful. And then it just goes down. And it's really hard to recover from that. And so, rather than trying to come up with this fake story.    When I interviewed younger people now I would rather they told me that they don't have a ton of experience, but they really want to learn, or that they haven't done this thing yet, but they did this thing and here's what they discovered.   At Google, when we would hire people, and I was involved in a lot of different interviews and hiring people at Google. I think you could actually get a badge internally,  I think, mine got up to 75 or whatever it was six years. So anyway, enough people that I loved just that experience. And there were different quadrants to assess as people would come in: role related knowledge and, what was their experience and just all this stuff, and Googliness was one that people still probably have a hard time kind of figuring out.  The one that to me that was most important was categorized as GCA, so general cognitive ability.  The way that was expressed to me was not is the person smart or not, or what was the SAT… that doesn't matter.  It's could that person, if you brought them in under one particular job description, and let's say that product went away, for whatever reason, sunsetted, wasn't renewed or funded again..could that person be moved over to a completely different job, different team, different product and perform and excel in that environment, because they have that general cognitive ability to adapt to a whole different thing? If the answer is yes, that you think that that person scores high there, that to me was the  most valuable aspect of evaluating somebody. Because that's what we're all asked to do, is to adapt, be solutions oriented, have the growth mindset, all of these attributes we look for people. When I came across somebody who I felt possessed that, and there are people who I hired at Google who are still there, and I love seeing the arc of their career, and in my head, I'm like, I knew that they would be that person. I'm like, I told you, Google people, I don't work there anymore. You know what I mean, I'm in the background cheering them on, because I think this is exactly what companies need,are these people who can who have that neuroplasticity, and growth mindset and can adapt because companies change even big companies that think they're never going to change?   Katty Yeah, one of our core values at Artisan is agility of thought and action, because at least in the 27 years we've had Artisan our clients have changed drastically from exacto knives and paste up boards to where we are today. And they will probably continue changing and evolving like we were just talking about AR and VR and where the world is going. So, agility fits into GCA, general cognitive abilities. I’ll ask you this as a final question, did you have a favorite interview question that you always asked? I always hear Google questions are pretty unique but what was your favorite question to ask?   Daniel I know some of the Google questions, I’m mean, there are even like sites dedicated to like trend questions. And for a long time they were like, the question is, like, why is a manhole cover round, you know just these kinds of random things, right. I don't know, because the equipment anyway, people would obsess over these things, right?    I gave a talk about this recently about failure, and what it means to fail and I always loved hearing people share their stories of failure. And to me, if people have that failure story, they know what that failure moment was and they can identify it and they can express it and talk about it in a way that you can see that they've clearly evolved through it and taken what they can from it.     I read recently about the concept of failure compost that even though you may have failed, the project, failed idea whatever it was, you can sort of take some of that and turn it into fertilizer for your next project.   Katty Yeah, like that.   Daniel I'm gonna give full credit to the Google X team. It was part of a moonshot email, but they were describing this whole concept of failure compost. I just think there's something wonderfully sort of like a virtuous cycle of, of life almost in a way because people can put so much of themselves into something that fails and if, if you can go through that and see how it refined you, and then come out the other side, and remember to not identify yourself as a failure, and to be able to say, Yes, I failed,but here's what I learned and I'm ready for the next thing.    I mean, you know, someone like Michael Jordan is famous for his success, of course. But one of his quotes that I think people love to follow up on is the number of times he missed shots, was was given the ball at the last second to win the game and missed and he says, you know, I failed over and over and over again, and that's why I succeeded. It's such a powerful way to think about success.    I mean, there's a tremendous book by Srikumar Rao, who is at Columbia Business School Professor has this whole framework around how to approach your life and business and really the book is called Are you ready to succeed? https://www.amazon.com/Are-YOU-Ready-Succeed-Unconventional/dp/1503318109 And to me the flip of that, of course, is in your head like, are you ready to fail? No, I don't want to fail. But so how do you kind of think about that and cope with it and, and ideally thrive out of those kinds of situations. So anyway, that was my favorite question,and I always loved hearing about it. There's never any judgment. I mean, it's not. So I just loved having those conversations with people.    Katty Well, it brings us back to being authentic. Right? You can not be authentic if you've never failed before, because we all have at some point, we've all fallen down and then gotten up, dusted ourselves off and said, Oh, right now what now? Where do I go?   Daniel I think it gets to a path of trust much faster. Especially in an interview or when you're meeting somebody for the first time, if you can acknowledge that place. Because you know that to me is what helps to build and broker trust is, and ideally when you get the job, and you go through that together, and you fail, you succeed, that brings people together. It's like connective tissue being in the trenches you’re figuring it out together. But if you can kind of get that in the early moments with somebody and kind of understand it and be a bit vulnerable. I just think they're on a great path.   Katty Beautiful, beautiful words, and I think a great lesson, just the authenticity. I see it so much when we interview hundreds of candidates in a given time period and I cannot tell you how many people have told me, that when I've asked them so what happened at the previous job? Why did you leave? Like hardly anyone's ever says that I was fired. And then you do a reference check and it comes back but they were fired. We'll just say it just, just say and share why and not have these surprises in the little box that’s going pop up like a little Jack in the Box.   So this goes back to what you were saying just being authentic. What's the lesson learned, what happened, what were the circumstances, what did you do, what did you not do, and what have you learned from that?   Daniel Exactly. Well, I think the gardeners must have stopped to listen in on our conversation or something.   Katty Yeah, it’s nice and quite. They’re done. They were buzzing away at the height of our conversation so I’ll listen and see what they said but you know what.. we’re being authentic here, so.    Daniel We persevered through it.   

39m

Jun 10, 2022

Dr. Heidi Hanna is a best-selling author of 7 books, is an authority on stress mastery and brain-based health and performance. https://heidihanna.com/ https://heidihanna.com/stress-toolkit/ https://www.linkedin.com/learning/managing-stress-for-positive-change -------------------------------- Very nice to have you here. And you and I have worked together several times through the Entrepreneurs Organization https://hub.eonetwork.org/ and I was on your podcast for stress mastery. I would just really love to have a conversation about stress and specifically as it pertains to creativity since the audience that we are speaking to is primarily on the creative side, both writers as well as designers and marketers.  Let's talk about stress. But let’s before that talk about how did you fall into this field? Heidi: Well, I'll give you the shorter version of the story. So we don't take up all of our time. But I really struggled with stress from an early age, so much so that I ended up fainting and losing consciousness and went to a lot of different doctors. This is around the age of 11 to 12 years old, went to a bunch of doctors, they couldn't figure out what was going on. I was diagnosed with a lot of different confusing things.  But ultimately, at the end of the day, they said it's probably just stress. And so that word meant a lot to me at a very early age and I couldn't understand it. Of course, my parents did the best they could to try to teach me how to cope with that. But it's just something we're not really taught. We're not really taught what stress is or how to cope effectively with it. I think we're talking about it more now. But it still seems like it's this big, bad beast that's out there that we're fighting against. Instead of the way I like to look at it ,it's a relationship we have with the circumstances of our lives, based on our demand versus capacity.  And so it can be physical, emotional, mental, spiritual, or social. Creative people certainly have a lot of unique challenges in the stress space, which I know we'll talk a little bit more about. And a lot of us who are creative are also highly sensitive to stress. So we can get moved by stress in either direction, positively or negatively. And I think that that was me even though I didn't see myself as a creative person as a child. I was very influenced by the emotion and the energy around me. And so stress became really kind of debilitating in some ways and led me down this path to understand it. So I studied nutrition, exercise, physiology, psychology, neuroscience, everything to kind of come to a better understanding of what's actually happening when we say that we're feeling stressed. Katty: What is actually happening? Heidi: I do think that the first thing again, to keep in mind is that it's a relationship that each of us has, and so it's very much based on a perception of this gap between demand and capacity. So if we believe that we have the resources that we need to cope with those demands, then we have a very different stress reaction pattern that's more like acute stress.  So if there's actually an emergency and we have to do something, we have the production of adrenaline. We have that kind of fight or flight feeling, but that's for a short period of time. That's only if something's about 30 minutes or less. If we experienced more chronic stress or we don't think that we have the resources to deal with what's being asked of us, then it moves into more of a chronic state, primarily fueled by cortisol, which is a more long-term survival hormone. And this is where we start seeing immune function go down, brain function go down, memory attention and we see the more toxic side of the stress reaction pattern which estimates are that stress like that is responsible for about 75 to 90% of medical visits.  So we know that stress has this toxic side. But I would also remind us all that if we didn't care about something, we wouldn't feel stressed. So stress can also be an indication of what really matters to us. And I think that's where as a creative person, I personally think everyone's creative and everyone has that in them. But if we're trying to tap into that creative side of who we are, that stress can really be like, GPS for where we're off. Where we need to course correct some things that we're working on or even when we just need to recharge our own battery and stop trying to force out of a capacity that might be lower than then would be ideal. So Katty: There's been so many triggers for so many people. And there are so many I think tools that you talk about and that you have on your site, whether it be meditation, whether it be exercise. Rules that anyone can embrace and really run with to help manage their stress. Can you talk a little bit about some of the best practices that you've seen out there for people to bring themselves back to a place of de-stress? Would that be the right word? Heidi: Well, I think it's the balance. It's that being more feeling more in control, not even control because we're not ever really in control, feeling more capable will feeling like you have more resources.  So there's two things to look at if we're looking at stress as what happens in the gap between demand and capacity as you can either decrease the demand on your system or you can increase your capacity. So you can look at the different types of practices similarly, with you know, what is it doing? Am I decreasing all the stuff on my to-do list or am I increasing my own capacity to get those things done by changing my environment or changing my energy by going for a walk or spending time outside? Certainly listening to music and meditation.  I find that most people know the types of things to do, but it's really the story we tell ourselves about making them a priority. Are you proactively building your own capacity so that when you hit the demand, you're more able to cope?  And then do you have some of these techniques reactively in the moment when you find yourself feeling stressed, it really takes both, so that's why this idea of stress mastery is not eliminating stress but being more able to use stress as fuel for positive change. In order to do that, we have to again have that capacity. So thinking proactively, having a morning ritual that you do every day that helps you to really anchor into what's most important to you is probably one of the most important things. And I know for me and maybe people listening, I do morning pages from The Artists Way. https://www.amazon.com/Artists-Way-25th-Anniversary/dp/0143129252 Whether I'm being creative or not, that's just something that really helps me, but I also listen to a meditation, I also try to get a daily walk or two or three depending on the stress I'm feeling.  But that morning ritual and then also before bed an evening ritual that helps us to prepare the brain to be able to sleep and I know a lot of creative people their brains are so active and especially if you've got stress hormones, fueling your energy throughout the day you feel tired and wired at the same time.  At night, it can be hard to fall asleep or stay asleep. So having a proactive routine that you do again, same types of things, music meditation, taking a warm bath, going for a walk, petting your cat…All those types of things start to give us a good bookend for when we're starting and stopping our day. And then just super important to prioritize breaks during the day, recharge breaks I call them to replenish your capacity and to go back to where we started.  I still think it's less about the techniques you use and more about the story you tell yourself that makes it a priority so that you're not either just over-scheduling yourself or getting stuck with a creative block, but actually oscillating.  Because everything about the human system, including our energy and our creativity is supposed to oscillate. We're gonna have times where we're really productive and times where we have to recharge. But especially in today's world, we're not very good at the downtime, you know, that nourishment time, and I will say coming out of COVID-19 that we're now starting to see in the research less of an impact of what we would typically call stress symptoms, but we're seeing a massive increase, like 90%, almost in post-traumatic stress disorder symptoms which means that most people are starting to get the sense that the stress part is over or getting more manageable, but the reaction to that is a little bit more long-term. So more fatigue, more brain fog, that kind of exhaustion that a lot of people are feeling. It's hard to get creative juices going when you're feeling really fatigued. Katty:: So well said. Where I agree with you initially in preparation for this conversation. As I was thinking for myself, as I was actually planning my morning. My morning was completely out of whack, as I just came back from vacation and suddenly check emails and so on and so forth. I'm glad that we're not talking about you know, eliminating stress because that's not gonna happen. It's really diminishing that time between the demand and the capacities and what we're talking about and how can we refuel that capacity over and over again by various techniques to give us the power, if you will, to be able to deal with a capacity that comes at us.  This morning, as I was getting ready for us here and also just getting through all the emails that were waiting for me, what I realized, which is counter to how I usually do my day, realized that you know, I didn't have anything organized, I had everything saved to my brain as opposed to on my to-do list. Even though I started my morning with a walk and then a meditation, and then I turned on my emails and like everything just went out the door. Right?  So I'd love to kind of talk about multitasking and this false narrative, speaking of stories, we tell ourselves. This false narrative that at least I know I tell myself that I can juggle it up all without really an organized method to move forward with everything that I need to do as multitasking exists. Heidi: Well, so we know the brain can't actually multitask. We love to think that it can and this conversation actually came up last week when I was doing a training co-facilitating with your husband and we were talking about multitasking and somebody said, Well, my wife says that she can do it really well. And I said well, that's great.  Women are more hard-wired to so-called multitask, what we're really doing is switching tasks back and forth. So yes, we think we can do something better, but it's actually really harmful, so it's not something to brag about, that we're constantly switching because there is a cost with that there's a time and energy and even a stress reaction cost.  If we are trying to force the brain to focus on multiple things in a short period of time. That is a signal to the brain that there's an emergency because that wouldn't be a good way of doing things if you are in a calm capable state. So it just doesn't make sense to the brain otherwise to do that. So stress hormones are going to increase which is going to cause some inflammation, things you're not necessarily going to feel in the moment, but you're going to feel more tired or you're going to feel more wired as a result of doing that and I would encourage people to just try it for a day. Just try really being single task focused even if you have to cut the time to like 15 minutes on this and then this and then this, being intentional about it and notice if you feel differently, by the end of the day. If you find yourself more able to actually relax.  You have to do it for a couple of days before you really notice it but when you have a lot of screens going, for example, it is definitely more exhausting, but it's also causing that stimulation to increase. So sometimes people feel better multitasking, it's almost like doing a drug that makes you feel better because it's stimulating in the moment, but long-term has this negative consequence to it.  And because we're talking about creativity, I mean creativity is something where we really need more depth of focus. We actually may not even need as much time but we need to be able to go a little bit deeper with our processing and with putting connections together in new ways. And so you know, if we think about it that way, think about the energy you bring to the time that you have not just how many things can I get done in a shorter period of time? That really changes everything and I know for me, that was a huge shift because I didn't see myself as creative to finally say, the way that I work I probably get more done in four hours than most people do in eight or nine because the intensity is so high, but there's also a huge demand in that. So in order to do that, I probably have four hours of just brain fitness time in my day where I'm just recharging or eating healthy food or getting time outside. So it's just making the adjustment less multitasking and more single-task focus knowing you're going deeper. The deeper you go with your energy the more you actually have to recharge your own battery to get yourself into that balance. Katty: I love that, brain fitness. Unfortunately, physical fitness is something that I think most people think about when we're talking about fitness, but mental health as a whole and just brain fitness, that is definitely not something that is an everyday vocabulary for many, myself included. I have to be intentional about sitting down and saying okay, now it's time for my meditation or it's time for my walk. It's not something that just naturally happens. Heidi: Yeah, it is a different way of thinking about it. I guess for me, I just keep kind of going back to this idea that our energy is our most valuable resource. It's the energy we bring to the time that we have and the brain is the master conductor of our energy. So from our perspective and our mindsets, which can dramatically change through training and it's not training that it always has to be work. Again keeping in mind that sometimes it's actually just being still, which is super hard when we all feel like we have to be productive all the time.  One of my favorite things to do is just to lay on the floor with my arms just sprawled out and just feel gravity supporting me like just that feeling of grounding. And there's a lot of different ways that people can practice that as well, is so important just to continue to kind of get ourselves back to that place that we really want to be to be our best selves. I think we've just been kind of taught that it's all about time management, being productive, and working all the time and you're lazy if you're not putting out great content 24/7. You know, it's just it's not sustainable. Katty: Yeah, and certainly talking about creativity, we need inspiration, right? That's not gonna come from just staring at the screen 24 hours either. So whether it's the walks that you were talking about or good nutrition, something to take us away from being locked into this square here or rectangle here and have to be on all the time. Heidi: I think most people will say that they have their best ideas in the shower, or while they're on a walk. For me. I tried to get a massage every week. And that for me is my most creative time. I used to actually take a notebook in with me because that's where I wrote a lot of my books was getting a massage because as the body relaxes, and the mind relaxes all these ideas start coming together. Now I'm at the point I don't do that anymore. I just say hey, if it's meant to be it'll still be there when I’m done because I want to just enjoy it. Took some practice to get there. But I think that's another example of being proactive. Everyone's different as to what's going to recharge their battery but if you invest in yourself, you know, Julia Cameron talks about the artist date, which to me is just kind of, you know, what do you do for yourself where you can just play and be creative with no output, no outcome needed? We just don't do that very much anymore. We feel selfish if we do that. And it's to me it's just as much an investment in your business as anything else that you do. Katty: Yes, we feel guilty when we step away or when we take that time for ourselves and not necessarily on the deliverables at hand. Although we'll make the deliverables a lot richer when we have that time. It's so funny that you've referenced a couple of times to yourself as not being creative and I think you've written four or five books? Heidi: Seven now. Katty: Seven books! And you're constantly creating coursework, you're creating meditations for others, you're creating online content that you're teaching others so you're constantly actually in the state of creating. Yeah, it's funny that, you know, we don't like ourselves that way. Heidi: It is funny to me and that's one of the reasons I mean, I read The Artists Way now several times, but even when it's like the artists’ date. I'm like, “Well, I'm not an artist.” So I'll just call it creativity. I think as a child, I probably actually would have called myself creative. I mean, I was singing and acting and doing photography. So obviously I have that in me. But I think someone along the path convinced me that I wasn't and I know so many people struggle with that. So I love this. I love the whole conversation. In fact, I mentioned to you that I'm posting a creativity retreat at Canyon Ranch with a colleague of mine who teaches a course on creativity at Harvard. So that's gonna be really fun to explore, and I look forward to getting just as much out of it as I do being able to lead some of those conversations because I think we are all creative. I just think we have some creativity wounds that need to be healed. Katty: Yeah, there's definitely an opportunity to be able to tap into that. Because you know, we we've had this conversation before I'd never thought of myself as a creative. I always call myself a creative groupie, that the artists that we represent and the marketers and they're the writers that work with Artisan Creative. I've always been so fascinated and enamored with their portfolios and the work that they do. And when somebody asks me, “Well, are you a creative yourself?” I'm like, “Oh, no, no, no, I'm not. I'm on the business side of it and I'm a groupie.” But I've come to terms with the fact that I too, authored a book https://www.butterflyyears.com/ that took forever to do. But I have and now I'm working on this journal that's going to be coming out. So I'm happy to step into this space and say that you know, what inspiration and creativity was there. I just didn't know how to get into it. And finally, I've learned how to do that.  Heidi: Yeah, that's beautiful. And now you're helping other people do that too, with that podcast and other things that you're doing, which is great. Katty: Thank you. I appreciate that. I would love to talk about a little bit more about just stress mastery, not necessarily management, stress mastery, and see if there are a few tips that we can leave for the audience, especially with the holidays coming or working from home like all of those things. Can we talk about two or three things that on a regular basis people can embrace with mastering this thing we call stress? Heidi: Yeah, I have a stress mastery formula, and it's super simple, and it's just a good thing, I think to keep in mind when we're having that experience. And you don't necessarily have to do all three of them. But if you can move through these three really simple steps, I think that's where we find the lesson and what stress is trying to teach us.  The three steps are: Assess, Appreciate, and Adjust. So the first thing is to assess and it's not doing a full assessment or anything but to actually ask yourself what you're feeling. Because stress really isn't a feeling. There's usually a feeling associated with stress, but if we can uncover that like, “Are you tired? Are you sad, scared, vulnerable? What emotion is actually coming up in you that you're labeling as stress?”  Because if you say to me, I'm feeling stressed. I don't know what that means. Right? That's really the energy that you're feeling. Maybe anxiety, tension, whatever, but what's really under the surface? And if you can look under the surface a little bit, I'd also ask, what value is being threatened? And this is something that really I started doing last year when I was just so overwhelmed and I was trying to do presentations, and I just could barely get out of bed. And I started thinking about this what value is being threatened? Why is this happening? And I realized it's the value of doing good work, but it was also the value of people's time. If I'm doing a presentation and people are coming. I want them to get something out of it. And I would get myself so worked up about that, that it would totally hijack me. So when I asked myself what am I feeling? Am I feeling vulnerable, or am I feeling scared or whatever it is, and it's because I really want to create value for these people.  Then we go to the next step of appreciation, which is appreciating that something's important to us, appreciating ourselves for having that value, appreciating what we do have to offer so it's a shift from something that's negative and depleting to something that's now more positive. I actually appreciate that I care so much that I'm concerned and now I can work with that. So it's no longer hijacking me. Now I break the circuit.  And I lean into that and say, okay, so if I really care, what's one adjustment that I can make right now when would the smallest thing that would have the best impact? So do I need a new slide? Or do I need to just go for a walk? What adjustment is going to actually help me feel that I can create more value? So now I'm not focused on the problem of stress? I'm focused on creating value and then the adjustment is just something small, it can be problem-focused. The problem is my slides are terrible. So I'm just gonna do one new slide and that's it. Or it could be emotion-focused, which is that I just need to feel better. I need to do some aromatherapy or talk with a friend or watch a funny video or something like that.  So assess, appreciate, adjust is the simple way to kind of think through that. Assess what's really going on, what value is being threatened, appreciate yourself and the resources that you have to bring which is going to lift your energy, give you more capacity, and then make a small adjustment. And just no matter how small it could be walk around the block one time once you get started, your energy is a little bit better. You have a whole new perspective on the situation. Katty: I love that. Thank you. Thank you. I think I'm gonna put those words on my vision board here, so I can look at them every day. Heidi: A lot of times we don't assess, but we tend to just adjust. So what can I fix, tell me what to fix? And I think we really miss the blessing of stress, which is that it's trying to teach us something. So that's where I think we just need to slow down for a second and figure out what's going on and why it's there and appreciate ourselves in that. Because when we shift from a stress state to a gratitude or appreciation state we changed like over 1000 chemical mechanisms in our brain and body that move us to you know, be able to be creative. And then a lot of ways whether you're creative or not, this is what we're trying to move people to problem-solve more effectively. So now they see more possibilities, more choices, and more opportunities in the experience than they would if they were just shut down. Katty: It's interesting that you used the wording of the blessing of stress, really kind of utilizing stress as that beacon if you will, to kind of figure out what is going on. Heidi: Yeah, one of my favorite things that I kind of go back to is that stressing is a blessing when we know how to use it for good. So if you think about the most challenging things in your life, oftentimes there when we grow the most, where relationships you know, people show up for us the most. I know you talked about that in your book and those types of things. So I do think that the experience of stress is trying to help us. It only hurts us when we kind of push it down or push it away. We avoid it or ignore it. That's where it becomes toxic and that's where it can build up. But if we can lean into it a little bit more. That's where the growth happens. So post-traumatic stress growth instead of disorder. It's possible.  Katty: Yeah, exactly. I think, just to be able to have some tools not to freeze in the face of stress. Heidi: Right. And those things breathing, meditation, music, I always say you know proactively practice those so that reactively in the moment, you can go back to it. I have what I call a brain recharge process, which is to just breathe, feel a positive emotion and then focus on how you want to show up. And that can be something people can practice, practice, practice so that in the moment if you're feeling triggered and you need to circuit break the stress, you can move into that quickly. Other things like a certain song or a certain aromatherapy blend, or techniques like that, a certain place that you go to. I have a specific meditation person, I listen to you and as soon as I hear his voice, I'm in that space, it's just practice, practice, practice. So that when you're in the moment and you need something, you can go to it and you can circuit very quickly. Katty: It’s interesting too, you said aromatherapy. I have little vials of lavender or different kinds of scents in my pockets, in my purse, especially on the plane. I'd love to put it on but scents are such a positive trigger for me. And I know that people think of triggers as bad always. I don't think so I think how we react to them. Marshall Goldsmith https://marshallgoldsmith.com/product/triggers-creating-behavior-that-lasts-becoming-the-person-you-want-to-be/, quoting him, “Triggers neither good or bad. It's our reaction our behaviors towards it determine whether they're good or not.”  So scents are a great positive trigger for me, and when I find myself stressed, I didn't realize that I was assessing, but now it makes sense when I get really stressed and try to figure out like, Am I really hungry? If I wasn't hungry, would whatever occurred have impacted me as much or am I really tired if somebody had said the same thing to me when I've had eight hours of sleep, versus if I only had four hours of sleep would my reaction still be the same? And it never is. I can deal with it much better, so that goes back to what you were saying before is replenishing the capacity. Heidi: Yeah, and in that way stress is kind of like the gaslight going off in our car. We wouldn't smash the gaslight and try to make it go away we go get gas. So in a lot of ways, the stress could be that we haven't eaten or we haven't had enough water, we haven't had enough sunlight or whatever it is. It's just giving us a message. Katty: Or when it's too hot. I just can't deal with it when it's too hot. So that stresses me out. But air conditioning comes in handy for that. What are you working on these days yourself? What's what's keeping the creative juices flowing for you? You said the Canyon Ranch event is something you're getting ready for? Heidi: Yes. And I'm in an interesting season right now. There's been obviously a lot of change for everyone. In addition to that, I've had some pretty severe losses in my life during COVID. So there's just been a lot of adjustment and I think I'm in a season of cocooning. Which is an interesting space to be in and I'm trying to trust that, where I am noticing a lot more fatigue and trying to be still more and listen more. I'm doing a lot of writing but just for the sake of journaling and expressing myself. I actually have to kind of force myself to not create content because I've been doing that for so long. So it's really interesting.  So I think in some ways trying to find the creativity in the stillness, and being patient and trusting enough that it will come back. I think that's a scary place to be and I'm sure I'm not alone. In seasons of life where it's like, life is just kind of saying to be still in trust and have faith and not always easy to do. So that's where I'm at, and I'm kind of just keeping it open-minded for what's ahead in the future. And I'm super grateful that I have four courses on LinkedIn Learning where my content can exist and I don't have to keep creating it so people are getting a chance to experience it there. And my hope is that coming out of all of this, it'll be really clear how I can best serve next, certainly paying a lot of attention to mental health in organizations and this kind of post COVID once we get there, fatigue that a lot of people are going to be dealing with as we try to be adaptable for what's ahead. Katty: Thank you for saying that. In our day-to-day work, we encounter so many people who've lost their jobs, in this previous year and have not yet been able to secure something even though there are so many open jobs for whatever reason that connection just hasn't happened for them. And in speaking to them that stressful energy or that energy that exudes sometimes is of desperation or just giving up because no one's responding to their resume or no one's picking up the phone. And so I think it's just wise words to just sit with it for a moment and even think about it like it's what I've been doing all these years. Is it still something that I want to continue doing and if not, are there other opportunities for me to brush up on my current skills or add new ones so that I can be in a new season. Heidi: I've been thinking a lot and speaking a little bit about possibility thinking that like when things are uncertain, just trying to allow ourselves to think about the positive possibilities. It's just really difficult. Uncertainty is one of the most difficult things that we experience as humans. The brain will just kind of go bonkers. We don't like uncertainty. So we tend to prefer misery that we know versus uncertainty that could be really wonderful on the other side of it. So I think that practice as well as just thinking about every moment there's a possibility for a new beginning a new chapter. Yeah, I love that. Dwell in possibilities. I love that and kind of soaking in that too. And just being in that for a little bit, I think is a beautiful experience to have.  Katty: Yeah, this is one of my favorite quotes. Emily Dickinson and you just never know what's around the corner, what the next possibility can be. So just dwelling on that is something that I embrace. And I need a reminder of it. That's why there's a sign on my wall.  Heidi: It gives us hope and I think that's what a lot of people need now more than anything is that sense of hope. Katty: That sense of hope and then also with everything that you've shared, not only to just sit there and be wishful thinking that hope something magical will happen, but to have some tools to be able to make that hope happen or to make those possibilities come to life. Someone asked me the other day what my thoughts were on change, and what did I think about change? And I said, “I think there's a lot of creativity that sits within change. We don't know what we don't know. But when that change does happen, just kind of as you were saying just lean into it and see what are the opportunities and what are the possibilities out there. Heidi: Yeah, well, and I think creating is changing, right? I mean, it's new, you're creating, you're bringing something new to life or to light that wasn't there before. So I don't think you can have one without the other. I guess you could change without creativity, which would leave you kind of stuck in the dust a little bit if we can’t adapt in some way to what's new. But yeah, I think that's a whole different way to look at change is that it's an opportunity for creativity. We can lean into that.  Katty: Yes, and I certainly hope that for all the listeners out there all the creatives who are in between opportunities all the ones looking for new jobs, for you for me, for all of us, we will just naturally encounter change and possibilities and stress and all of that. Could we be able to utilize some of the tools and techniques that you've talked about to replenish our capacity so that we can deal with everything that is on our plate. Katty: Heidi, where can people find you? Can you talk a little bit more about the LinkedIn Learning that you mentioned, if anybody wanted to sign up or any of that. Heidi: Yeah, so the easiest place to find me is probably my website, which is Heidihanna.com. https://heidihanna.com/ The other one is LinkedIn https://www.linkedin.com/learning/managing-stress-for-positive-change, because I do teach several courses there. I’m a little bit more active there than other social media platforms. And I have four courses available https://www.linkedin.com/learning/managing-stress-for-positive-change. At least two of them right now are free. You don't even need to have a LinkedIn Learning account. So if someone's listening, and you would like a free trial, you can actually send me a message on LinkedIn and let me know that you heard me through this podcast that way I'll know to accept the invitation. And say that you're looking for the free trial and I can send you a link that actually gives you 30 days to the whole library doesn't have to just be my courses. But I have a course on stress mastery;I have one on energy management; one is on dealing with feeling overwhelmed, which actually came out the beginning of last year, which is kind of amazing timing. And then this year, I created a course on how to prepare to go back to work. So some of the emotional, the anxiety, the uncertainty of going back into the workplace. So those are all available there and people can connect with me there as well. Katty: Fantastic. And yes, that is itself very stress-inducing. Navigating, that new terrain that we're in. Heidi: Yeah, and it's changing all the time. People ask me all this time, to give some kind of best practices and things like that. And it's hard to manage anything right now other than our emotions and our relationships and how we communicate and how we bring our energy and manage all those pieces of what's in our control because things are changing all the time.  I'm getting booked for things in person that they are virtual, which then turn into pre-recorded and it's like, you just don't know and as much as we'd like to plan for early next year. We still don't know exactly where we're going to be. Like I said it's a great lesson in flexibility and creativity. I think we just have to make sure we're really taking care of ourselves because it requires more energy to do that. So self-compassion, compassion for others, and recharging our own battery. I think those are the most important things.  Katty: Beautiful, beautiful words to bring our conversation to a close and I hope that everybody listens out there, self-compassion is so important to be able to embrace. Thank you Heidi for being here and for sharing your wisdom. I will absolutely share your website and all your great books for all the audience to follow up on. Thank you.   

41m

Apr 07, 2022

Our guest today is Finnian Kelly. Finnian has 12 years of entrepreneurship experience. He’s started 7 companies and has had 3 successful exits, 2 acquisitions, 2 failures, and 2 he’s still busy with and running. He has won multiple awards for being an impact-driven leader. He’s here today to talk to us about the power of intentionality and what it means to go inwards and really feel your way through your intentions as you plan your career, your next step, your job, or your next freelance opportunity. Enjoy.   You can find Finnian Kelly at: __ __ ---------------------------- Finnian: So I like to think of all freelancers, really, they're all entrepreneurs. Every entrepreneur in some regard started as a freelancer, like, let's face it, we were all offering something. And then we managed to realize that perhaps our skill sets were great at bringing other people involved into the vision, and then we grew into something bigger.  So even just having that mindset that there's potentially something more available to you, is part of the intentionality process. When I think about intentionality, I define it as it's all about defining how you want to feel, and then taking deliberate action towards it. That combination of vision plus action.  Now freelancers were intentional to make the decision to become a freelancer. There was a reason you were like, I want to feel free. I want to feel like I have a choice. I want to feel liberated from not having to work in a corporate day job. So there was a vision. And then they took some action. They went well, “I'm going to stop putting myself up for some services or some jobs. I'm going to promote myself a little bit. I've had to like quit my day job and move into this realm.”  Now then what happens is sometimes what worked for us then is what holds us back. So we're getting into this place. And now to keep that vision going, we start focusing on “I've got to do this, I've got to do that.” And we forget about the bigger vision. What's the next vision from that? And we can get stuck into the minutiae and feeling like well, I've got to get this next job to be able to pay for these needs and we feel constricted so the freelancer suddenly becomes constricted from the life that they've created for themselves.  So we need to step back and go back to that moment that you did when you decided to move from the corporate world perhaps it was corporate world or another small business into a freelancer. You had a vision and this needs to be a continuous process and go “Alright, where I'm at right now… Yes, it was my original vision. But is this still my vision? Or is this something more? Perhaps I'm not working with the clients that I really want to be working with. Perhaps I'm I don't have as much freedom as I thought I'm actually working nonstop, and I'm always just catching my tail.”  So getting connected to that big picture would be really, really wonderful, and I talk about that it's not just a vision of materialistic objects, it's all about feelings. Get connected to those feelings. That's the fundamental thing of intentionality is how do you want to feel?  And with the new year coming up, it's a great time whenever this is shared, it's going to be in the new year. And having that awareness of stepping back and going, “Okay, I'm where I'm at right now. What is it that I really want to be feeling? Perhaps I want to feel more inspiration with my work, perhaps I want to feel more proud. Perhaps I want to feel more fulfilled.” And get connected to those feelings and then start going, “Okay, I want those feelings, what are some potential pathways that I need to take in order to get there and that will help me line up the action that I need to take throughout that year.” So that's where I'd be starting. Katty: I've heard you say intentionality and really focusing on the end part, the inner journey of that versus being something extrinsic and influenced by other people–it really is that person's personal goal, right? Finnian: Yeah. Yeah, it really is. One of my keynotes is the only way out is in intentionality. And this idea that so often, we feel trapped or we're not happy, and we're always looking external. We're looking for the external environment, and we're going well, it's because of this, this situation or because I don't have enough money, or it's because my partner isn't giving me what I need.  But really, all of those things if you rely on the external to make you feel good, you're always basically out of control and you're always at the victim or the circumstances of other people changing things.  And I'll give you a great example, my girlfriend's mom just passed away in a tragic accident, and I know you've spoken a lot about grief and in those moments you really get tested. You really see, “Am I in line with what matters to me? Is the work that I'm doing important to me?” Now, this was a beautiful moment, we had a number of retreats that we're about to do very high impactful, it was gonna be a lot of energy. And I straightaway went, well, we can't do those retreats because I want to create space for what we're doing. And she was like, “No, that's exactly where I want to be right now. Like around a healing retreat that you're running around people we love and we care about. That's, that's where we need to be.”  And our life didn't change. We're dealing with a tragedy like we're dealing with grief. That's gonna be a very, very long journey. But there was no question about what should we change about our life. And that's the power of intentionality like it's complete alignment and confidence that yes, outside things can occur, but it doesn't have to change the inside. And that's just a little test and that's where death can actually become a really great teacher and a great friend. And it's why I like what the Buddhist talk about have a relationship with death regularly because it makes you sort of value your time a little bit more and also really check in am I doing if I only had a week to live or a year to live? Like how would I live? And if it's not the same then perhaps we need to change some things. Katty: It's those moments when it does make you question, right? And I think what I'm hearing you say is just be certain and keep questioning yourself throughout it that don't necessarily let those moments be the defining point to question, and just go inward and keep questioning. It is easier though, to blame the outside and not to take the time to really focus on working on the inside but boy is it powerful when that happens. Finnian: It is and it's funny, it's easier in the short term, but I can tell you it's not easier in the long term. Because continuously our life just feels out of control and we just feel like we can't become happy or we just need this one thing and then once you realize that everything that has happened in your life you have contributed to you have been part of this. It's very scary to start because then you can go into it easily go into a shame spiral. About what how could I do this? How could I allow this partner to abuse me? How could I have put myself in that situation where I injured myself? How could I have put myself in that position where I was taken advantage of. And in that moment we need to have compassion and drop in with ourselves and love ourselves because shame just compounds the issue. The ego is starting to feel like that it has an opportunity to go like it's losing, you're about to take control of it, and then it hits you with shame.  But in that moment, if you realize, “Well if I put myself into that situation. That also means that I can get myself out of the situation.” Because that's the power when you take extreme ownership, extreme responsibility, you realize that you actually have the ability to influence whatever thing in your life in whatever capacity it needs to be. And that becomes a very liberating process. And that's, that's what I want everyone to get connected with and realize like you don't have to live this life like this. There's an extraordinary life for you. And this is what I love about freelancers. They all had that moment, just like every entrepreneur, they all had that moment where they went, I don't have to live this life anymore. There's a different way, but then they forget that. You got to keep connected to that feeling and keep coming back to it. I love what you said like keep questioning, keep questioning and I'm not saying you have to build a team. Just question, “Is this my path right now? Is this who I want to work with? Am I doing work that matters? Am I providing enough for my family? Is there a way that I could actually uplevel the people I work with for the same amount of work and get actually high a lot of output for my family and my loved ones?” Katty: It's beautiful what you're saying especially right now I mean we keep hearing about the great resignation and the change in the workforce and what the future of work is going to be looking like and so many people are taking that path of saying you know, “I want a little bit more flexibility. I want a little bit more freedom. I want to be able to kind of carve my own path for myself.” But what you said about the adversity and you know, people blaming themselves and putting themselves in that position of shame. I sometimes, come across this often is where you know, with creative work, “beauty is in the eye of the beholder” and people doing creative work for others, and then the feedback that may come back from others doesn't quite lend the way they were expecting it to. Or people who are going through the interviewing process, and they go through multiple interviews and they do panel interviews and so on and so forth, but they don't get the job at the end. And it's so easy to then think, “Oh my gosh, I must have said something wrong”, or it’s that imposter syndrome piece that shows up. Anything you can share about that and how to kind of tame that beast and be comfortable in that uncomfortable moment when you get that feedback that you weren't expecting? Finnian: Yeah, I've definitely suffered with this myself. And I've worked with it over many, many years. And what I identified a lot of the time was why I was hurt was because I was actually seeking validation or I wasn’t doing it out of my own love.  Like for example if I create something, I should be proud of myself, and then if the other person recognizes it great, but also if they don't, it's your creation it's your love, your passion. And no one else should be able to take that away from you.  It's also why we've got to be careful of attaching to the highs. Because if we attached to the highs, like when that person gives you that validation and we just think we're great. That means that we're setting ourselves up for a moment where someone else could take that away from you by saying it's not great. So I've actually learned as a speaker and someone who does transformational healing work in big retreats, one of the greatest things I have to do is when people recognize me, I appreciate it, I let it marinate but as soon as I get this good feeling. I actually have to go away and I sweep it off. I wash it off me because I know that if I get too attached to that, then I'm going to set myself up for a low in the little bit future when I don't get that. Say, for example, I get off a keynote stage and I don't get a standing ovation. I don't get people sending me messages, then I'm going to feel like perhaps it was a massive failure.  Now, sometimes people just receive things differently. And if we attach to how they sense feedback, we can really set ourselves up for failure. Great example: my first ever all Spanish audience for a keynote. Normally, I get so much engagement during the sessions, I feed off it there. I'm asking them a question they give me recognition, they will naturally say great things. This time I got crickets, and it was really really hard. It was challenging.  I saw myself start perspiring. I started judging myself and I'm like, “Whoa, is this any good?” And I started losing myself a little bit like I was losing my own ability. And I've managed to pull myself a little bit. We had a videographer there, and it wasn't till I heard afterward, that I wasn't involved in the videographer asking questions. I didn't even ask him to do this. He just started going around and asking people about their experiences. And I watched those videos, and I just laughed at myself because here I was creating this mass story, which is stopping me from enjoying the moment, connecting actually having more impact. And if you heard that what people were saying, it was off the charts, it was wonderful, it was amazing. And I realized that I stopped myself from enjoying that day. That could have been a really enjoyable day for me. And it was an experience which I'll only get that one time. You only get your first ever Spanish-speaking audience one time and I could have enjoyed it more if I'd stopped seeking external validation and just trusted in my own process. And that was an awakening moment for me. And I think that works really well for freelancers, I work with freelancers a lot. I've had to learn this to have a better relationship with freelancers that often, by me not saying much, it's because actually trust the work is really good, and we're just in an improvement process. So I actually realized I wouldn't say anything positive. I just feel like I just have such trust in you. That was my thing. So I just like, “Oh, this could be better. Let's do this. Let's do that.”  And I realized that some freelancers were taking that on as I wasn't appreciative of their work. It was actually that I trusted them so much, it was just the way I give feedback. I still thought we were in an iterative and improving process. Now, luckily, over time, I've learned that a little bit better. And even though that's my style, I don't need to do that. I can change it. So now I'm very aware when I work with people saying,  “Wow, this is great. Thank you.” Asking, “Are you ready for insights or observations?” Help them let me know where they're at in the process because sometimes they actually don't want feedback. They just might want to say are we on the same page or, or anything. And I think that's where freelancers can work with their customers a little bit better, and let them know. All right, what role do they need to play right now? Are they picking up minor area errors? Are they coaching, advising, critiquing? That would really, really help. Katty: And not immediately go into their critiquing. You're right. Well, it goes back to what you were saying before about intentionality is about again, going back into that inner, inner space and to self empower and not need that external validation to know that their work is good and really have faith and believe in their creative abilities. And by all means, not everybody thinks art is the same. Everybody looks at it very, very differently. And kind of just recognizing that, if somebody doesn't like a piece of art, it's not you. You are not your art. Although it may feel like it, you are not your business, I'm not my business, although it's so much part of who we are. Finnian: Yeah, and perhaps the journey, you're putting your artwork and then them not liking it, actually that is the art. The being able to receive that feedback, and then go all right we can go a complete 180 and then getting to that place like, “I think there's magic in that as well. There's there's a skillset in that dynamic”.  Katty: You know, you go to a museum and you see an incredible piece of art hanging on the wall that somebody paid millions of dollars for. And the next person looks at that piece and says, “What is that? I don't get it. I don't like it.” Again, beauty is in the eye of the beholder.  One thing I wanted to ask you was the change that we've had in work. My company has been remote for 11 years. So the remote workspace is not a new thing for me or for my team. But I know that it is for a lot of people and for people who have traditionally been used to getting their validation from the person sitting next to them in their cubby or the person walking behind them and saying, “Hey, good job. You're doing great.” And now they're in this for some in a vacuum. Can you talk a little bit about self-motivation and kind of self-empowerment? And again, all goes back to that piece of just really looking inward. What tools or experiences can you share with people about motivating themselves and just lifting themselves? Finnian: Yeah, so whenever situations change we've gone from a physical to a remote place. We need to understand that we still want the same feeling and we can create that feeling in a different environment. We just have to be intentional about it.  I've run a remote company for years as well. They go, “How do you get the connection?” And I'm like, we have an insane connection. It is amazing when someone gets sick, the only person they hear from is a team member who sends a care package to the other side of the world, not a family member. So we've seen the direct evidence of the connection in teams, but it just doesn't happen by default. It happens by design. You have to be very aware of okay, “What are our needs?” We need to have little catch-ups. We need to have a little sharing chats.  And that's what I would really encourage anyone who's gone from that place is remember okay, what were the things I really enjoyed about that environment? What is it about how I felt and then how can I recreate that in a digital world in another way? So for example, if you receive validation from a person next to you, perhaps you have a little group that you just agree to that we share things with and it's like a little cheering group. It's a little validating Whatsapp group for example. I have that with my friends where it's a celebration to just help ourselves being motivated. So that would be one thing I'd really focused on.  And, then another thing, and I keep going back to these feelings but if you can get connected to an intention in the morning it is amazing what can happen. I've seen this. People pay me hundreds of thousands of dollars to help them just connect with an intention in the morning because it's a power move. You wake up in the morning and you smile. And I always say smile for 17 seconds at a minimum and naturally, you'll start releasing hormones that will make you feel more joy more happy. And then get connected to an intention.  We have the Seven Principles of Intentionality which you can connect to but it could just be my intention today is love. My intention is to feel joy, to feel pride, whatever it is, and you just get connected to the intention. And then you start seeing yourself going through that day. Feeling that level, that feeling that intention that you've set. And then through the day, why this intention is the magic is because every moment you have an opportunity to move closer to their intention or away from that attention. Something happens, you get triggered. And if your moment is what I want love today, you're going to go well, “I'm not going to just suddenly react and yell at that person. Perhaps I'm going to take a breath, perhaps I'm going to respond in a way that's going to lead me towards love, rather than trying to prove that I'm right. So I'm just going to go in and give a hug.” And then you feel a little bit more of an intention. And just that one act is going to drive all these other acts throughout the day and you're going to get to the end of the day and where you went, “Wow I didn't really need to plan today.” Because you didn't, because you had a guiding force pushing you in the right direction.  So I see that as the most powerful, motivating force you could do. Just getting connected to that morning intention and at the end of the day, reflecting on how you went against that intention. And it's not a moment to shame yourself. It's just like I learned some things and if I had my opportunity tomorrow, how would I do it differently? And by that, you're just uncovering your potentially subconscious programs, which are holding you back. You're uncovering where things in your life aren't leading to that intention and then you get to program yourself for tomorrow to have another opportunity and I guarantee if you come up against that same situation. Once you've reflected on it, you will do it differently. And that's where we really change. So it doesn't take much to self-motivate. You just got to wake up with the intention. Katty: And smile for 17 seconds. Love that. For sure. Thank you. You know what I really like what you're saying, I'm going to emphasize it. An intention that is tight. It's a feeling. It's not an intention of, “Oh, I'm going to get my project out today.” No, it's not your to-do list. It's an intention that's going to come from your heart and it's that's an emotion and it's set in your feelings and you allow that to be your guide all day. Love that very much. Finnian: And the reason why that is is because if you get too focused on your to-do list, stuff could happen that day, and something could happen. Like it could be a new job opportunity came through or something happened to a family member, we had to drop everything. And then you could look at the end of the day and because you didn't achieve that to-do list, you could feel like a failure. And however, actually, you might have had the greatest day because you might have shown up in every circumstance with love. Or you might have just been such a good inspirer because that was your intention you wanted to inspire throughout the day, and that is more powerful. You can get caught in the to-dos and you can not go anywhere. You've got to connect the to-dos of the feeling but allow it to be flexible that life can change and it can play out in a different way than what you imagined. Katty: I really really liked that. I will embrace that myself. For sure. Thank you. One final question because I know you also talk very much about financial freedom and being financially happy and you yourself were an incredibly successful entrepreneur with multiple businesses and so on and so forth. Can you just briefly, because we're talking about the creatives out there and the freelancers out there talk a little bit about that intentionality and define financial happiness and how that kind of comes together for someone who has to be managing their finances from literally from contract to contract? Finnian: So I'm glad you brought that in because I see there's something which holds back a lot of creators. I think it holds back spiritual people as well, this relationship with money. And we often think we have a story, “I'm creative or artistic or I'm spiritual. It's wrong for me to ask for money or it's evil if I earn good amounts of money.” And I just want you to just allow yourself to just go, perhaps there's a story running, which isn't working for you right now. And if you go to my website for financially happy, there's a quiz on there, so it's financiallyhappy.com And there's a 12 money saboteurs quiz, which is the archetype of your money story. And you're going to uncover that you've got – we've rate the three top money saboteurs and these are personas which are in your things like the dependent, the compensator, the gambler, the hoarder, and you're going to start seeing how this is showing up in your life and directly into interacting with you with how money shows up in your life as well. So that would be a great starting point to just even uncover a little bit about what's happening for you.  Now with the freelance world is often we can do the same amount of work with a different customer or a different value proposition and get a lot more money in return. And there's no shame in that. There's certain people who value paying a lot of money because they're getting value extraction back. And part of our journey is to identify what is the work that we want to be doing? How do you want it to be translated into my life? There's a reason why you've gone into the freelance world. It was to get more choice, more freedom, it really connected to what it is that you need from that and then start looking at ways that it's going to make that easier.  Perhaps you just need to position the value a little bit differently. Perhaps you need to go after a different demographic of clients. Perhaps you have to change the fee structure that you're doing it more on project-based work rather than hours-based. And suddenly then you start getting more connected to it. And you start feeling the energy flowing through from you providing energy, through your service or your creation, then feeling that energy that translates to their life and then sending energy back to you in a monetary form. And then we have this circular form of money. And once you get connected to that, you start realizing that you can be really abundant and only you were holding yourself back from actually earning more money. Everyone has the same opportunity out there especially now that the wonderful thing about technology in the freelance world. We all have the same opportunity, it’s just that some people are capitalizing more than others and I believe it all starts with you getting to value yourself. If you don't value yourself, no one else can value you. We've seen it. Part of this with any positioning is like yeah, I'm confident in my ability of the value I can add, and naturally, then people are willing to pay more money for you for that service. Now, eventually, you get called out if you're positioning your value more than it actually is. Eventually, you get called out but there's a part of it where you honor the value of putting into the world and then other people will honor it as well. Katty: You beautifully wrapped it up but bringing it back to intentionality is really being clear about who is the client, how do I want to be living my life on a day-to-day basis, and put a plan together for it and be intentional. Finnian: Yeah, and there needs to be unconditional trust as well. Self-trust. It's actually more than that, it's in the universe, it's in source energy and whatever it is. And just know that if you get really connected to what you want in life to these feelings, and then you take action towards it, it's going to happen for you. Now in the short term evidence might show you otherwise. Like you might be like “Oh, I'm making this abundant manifestation I'm calling you all these opportunities and things.” And then the next day, you don't get any new calls, because you've got bills coming through. And that's the moment that matters. In that moment you have to get so connected to the manifestation that you did yesterday. Otherwise, you lose it. Now, the outcome of that day is not the outcome of the manifestation the day before. It's from the unconscious manifestation you were doing two months before where you're saying that I don't have enough. It's hard to get business, all of those things. That's what's happening. There's always a lag so you have to be able to get connected. Even though in the short term, the evidence might be telling you otherwise. And that's where it all happens.   Katty: When you do that when you're in the mode for manifestation and just really putting it out there. Are you meditating in doing that? Are you journaling? What is your process to just be still? Finnian: Yeah, so what I do first is I always start with gratitude. And I get connected to the feelings that I want to feel, this is fundamental. If you can't feel what you're wanting to bring in, then that means you don't have it and you have lack and actually in your manifestation, you're going to just attract more of it. So if I want to bring more abundance in or if I want to bring more clients in, there's an element of me that believes that I don't have enough right now. But there's part of me which also knows that I have that in front of me like I can be so grateful for the clients I have right now and get connected to those feelings. I can get so grateful for the amount of money I do have right now and the choice I have. So I get that gratitude pumping through me first. So I'm in a state of having oxytocin flowing through me. I have serotonin. I feel really really wonderful. You know, that gratitude feeling you have that warm feeling in your heart. I breathe in and out of my heart because that's the place where manifestation occurs. That doesn't happen in the head. The head is all about fear. It's all about the future, past. It's like telling me why I can't do that. So I drop into my heart. And then I start feeling those feelings that I want to bring more in because it's activated in me already. And then I start just playing with it and I start to see how that would be possible.  Now the key with a manifestation is you want to be as detailed as you can, but you still got to believe it. As soon as you start going on. If you hear a story, that's not possible, you've gone too detailed. You need to open it up and as you get more practice with each day, you can get more and more detailed because you'll build more and more trust and you'll start seeing signs and that's the fundamental thing for me. It's all about the feelings and just playing with it and then trusting that it's going to happen.  Finnian: And I also journal. I also journal as well in the morning. I also will write out things. I will write out my best day. “I am having such a great day. This person called me. I got another opportunity I got a review sent to me.” And I just start playing with things like that all in like that it's happened in present tense. I'm not hoping this has happened and I'll just free write. And that's a regular practice. Katty: Oh, I see. You’re not journaling about the day before. You’re putting it out there as to what your day is going to be like.  Finnian: Yeah, exactly. Yeah, “this felt so good, this is amazing, this opportunity came to me. I crushed this podcast.” Just whatever it was. And then how do you think you’re going to show up for the day? You’re going to show up in a way that’s going to lead to that.  Katty: Fantastic. Well, I think this is a beautiful place to leave it at and allow people to just take a moment, sit down and write how their future day is going to look like and it comes from the heart. Thank you, Finnian for taking the time to be here. Wishing you all the best in your next travels. Tell people where they can find you. Finnian: Wonderful, thanks Katty. So, my Instagram is TheFinnianKelly and my website is FinnianKelly.com you can get everything from there and there’s lots of resources. Just start the journey, that’s all you need to do to honor this. Just take one action, I would say you’re one breath away from intentionality because that’s a chance to change from reaction to response.  financiallyhappy.com @TheFinnianKelly  FinnianKelly.com  

36m

Feb 06, 2022

Check out our episode with Keith Roberts http://xn--https-rfa//www.linkedin.com/in/zenman/, Entrepreneur | Author & Keynote Speaker | Creator of the Oak Journal.   We chat about creativity, mentorship, entrepreneurship and so much more/----more---- Katty: I'm so excited to interview a good friend, Keith Roberts, an incredible creative and the creator of The Oak Journal https://oakjournal.com/, for this session of the Artisan Podcast. Hello, Keith, welcome. Keith: It's an honor to be here, thanks for having me. Katty: I'd love to start the conversation, Keith about you as a creative and how you got your start and then we'll make that move into where you are today with The Oak Journal. Keith: Great. So my start, I actually went to Brooks Institute of Photography in Santa Barbara, California, where I got a degree in Industrial Scientific Photography with a minor in Undersea Photography, so really applicable to the real world….sarcasm there!   I think one of the many gifts that I took away that was a life changer for me with Brooks was the level of presentation and professionalism that was required. It was easy to get into Brooks Institute of Photography, it was incredibly hard to graduate. There were 58 students in my class and 12 graduated. If you got to C you failed, you had to retake the class. A second C you were expelled.  So they were really about making exceptional artists and not about just making money, which I really appreciate, and being somebody that's owned an agency for 25 years and seeing what a lot of the schools turn out now that are based on profit versus not, really instilling what the students need to have a successful career as a creative. That was enormous for me. The other thing that I took away from that was, you know, a very special relationship with the founder of the school, Ernest Brooks. I minored in Undersea Photography and I got to spend several months living on a boat diving every day with a gentleman who has, you know, an exhibit in the Smithsonian Institute for his underwater photography. We had Jean-Michel Cousteau, Jacques Cousteau’s son, dove with us for several expeditions. So the taste for once-in-a-lifetime experiences, I got at a very early age. Katty: Oh my gosh I got goosebumps. That's incredible to have that opportunity at such a young age, that just opened up the whole world for you to be able to look at everything through their eyes too. Keith: Yeah, and I would say it also set an expectation that I did not want to have an ordinary life. I remember to this day at my grandmother's trailer in rural Indiana she had a poster of the poem, The Road Less Traveled. And I always remember that last verse “Two roads diverged in a road and I took the road less traveled by and that has made all the difference” and that was an early opportunity to see when everybody else is sitting in a classroom or working on being an engineer, which was the safe job in the 90s you know, and my dad was an engineer, and that was the safe route to go..what was possible if you really followed your passion. Katty: Beautiful. And I know that, unfortunately, Ernest Brooks passed away recently. And you wrote a beautiful tribute about him. Can you talk a little bit about mentorship and just kind of what that meant for you to be under the tutelage of this incredible person? Keith: Absolutely, and thank you for giving me the opportunity to continue to honor Ernie. He was one of the many mentors that I've continued to work with. It was a gift and I think, realizing as a Buddhist, I believe that there is no such thing as a coincidence, but when the student is ready to teach her presents itself and I think there are so many lost opportunities when people don't realize that there's this synchronicity happening all around them.  And so, with Ernie Brooks, I remember something specifically said that the boat we lived on was “Just Love.” and he said, “The time we spend upon just love is not deducted from our lives.” And it still chokes me up to this day, and I think that's why he lived to be as long as he did is because he spent so much time on that gorgeous boat.  But mentorship is essential and it's not something that ends with the first. Ernie sent me on a path, but at Brooks, I met Lapsom, who was somebody that worked with the Dalai Lama, and he put me on a path from being a devout atheist to finding Buddhism and changing the entire path of my life. Even though Lapsom was very briefly, in my life. And then there was a gentleman, Dave Larsen. I assisted a couple photographers Vic Huber https://www.linkedin.com/in/vic-huber-9346b25/ and Bob Carey, https://www.linkedin.com/in/bobcarey2/ those were also mentors that helped me continue to push what I wanted to be as a professional, but when I broke out and started working as a photographer, stock photography was really decimating the market and a lot of established photographers were closing and so I spent a year as a starving artist, and then had to get a real job. And that's how I got into doing design, where I met my next mentor, a gentleman named Dave Larsen https://www.linkedin.com/in/davidalarson/. He saw me as a designer that, head down when things weren't going to get accomplished by my peers, I would jump in and make sure that we hit our deadlines, and he was the one that actually gave me the opportunity to move to Denver, he promoted me within that organization that was acquired by Equifax. And then the next step was EO and the mentors like Warren Rustand https://warrenrustand.com/and having those people that continue to inspire you to tears. Katty: Well said. EO for the audience is the Entrepreneurs Organization https://hub.eonetwork.org/, a network of about 16,000 members entrepreneurs across the globe, and that's how Keith and I know each other. We're both members of EO, and have a lot of people, a lot of mentors in common. Warren Rustand is the gentleman that Keith just talked about. So, obviously, the influence of all of these incredible people has created an indelible impact on you, one that you carry with you still today. When and who kind of lit that spark of entrepreneurship for you?  Keith: That's a really good question. I don't know. Actually, I do. I remember in seventh grade. The funny thing is it wasn't really inspirational, it was my accounting teacher or some class that I had and I remember he explained a definition of an entrepreneur, and it was horrible. It was somebody that was going to have many failures before they have a success, probably have, you know, one or multiple bankruptcies. I mean he really described an entrepreneur as an atrocious choice to make in your life, and I remember sitting in that class and being like, “Huh, I think that's me”. Going against the grain, not following the rules, and facing insurmountable odds with optimism. So it was sort of an adverse inspiration. Katty: I love that. I absolutely love that. You can see this on my wall, it says “dwell in possibilities.” It's my absolute favorite quote, and that's what entrepreneurship is all about. There is a possibility out there so let's go and do it. Katty: I love that. At what point in your career after you were working and obviously studying photography, making the move to design and working for Dave Larsen. At what point did you say okay now I'm ready to start my own agency? Keith: It was actually serendipity, so I had been doing some stuff as Zenman https://www.zenman.com/, as a freelancer, while I was working at Equifax, which is where I worked for Dave Larsen. And then they had moved me from California to Denver when the merger happened. Like with most acquisitions they within six months realize the redundancies that they'd acquired and they'd also moved us out here. So, I always had the goal that before I was 30 I wanted to be my own boss, to have my own business, to be an entrepreneur. And I actually was given a freeroll, I had a six-month runway, it was pre-September 11, the economy was great. Based on my management level, I had a half-year runway. I looked at that opportunity like once in a lifetime, I'm never going to be given this gift again. I took my severance package I tore up my resume, never to be edited or used again, and formed Zenman as official business. Katty: It's one thing though to go from being a solopreneur, and to running and creating one. Having employees, having that responsibility for other people, beyond just yourself. When did you make that transition? Keith: That was a couple of years later. So for the first three years, it was just me, it was called Zenman because I was the Buddhist creative guy I was the Zenman. But then as we started adding employees and scaling, you're absolutely right, two things happened; my stress level increased exponentially and my personal income decreased catastrophically. And it probably took five years to get back to where I was after adding that overhead and that did not alleviate the peaks and valleys that came with a service-based industry.  We weren't doing a lot of recurring revenue at the time, so each month it was eat what you kill, and it was feast or famine, many times. And I would even say past that, so that was eight years into the business. It was another five years before I joined EO, that I really learned how to be an entrepreneur. The first decade was stubbornness, willingness to work 100 plus hours a week, which led to, you know, illness and all sorts of issues. But it was actually learning how to run a business, learning how to be a leader, even learning what EBITA meant, which I didn't know the first 10 years. These things are essential, but we don't know them all right out of the bat. We weren't taught those and you know photography school or, you know, wherever we go.  Katty: I think you bring up a really good point, in terms of kind of what, what has been taught currently in art schools. For artists and creatives, as a whole really putting their practice and their expertise in the various programs that they use, you know, whether it be Adobe Creative Cloud or Figma or whatever it may be, but not to forget the business side of them because so many of them are solopreneurs and are running their own freelance business; to really have a good understanding of what the accounting side of it needs to be. Either to outsource it to an accountant and or do it themselves, whichever they want, but to really look at that business as a business. I think it's really important to be able to have that full-scale picture of it. Keith: It's a really good point Katty because I learned the presentation skills and that's one of the things I learned at Brooks was a well-put-together portfolio that's perfectly mounted and everything is top-notch is going to get more jobs and better photography with a sloppy presentation. The one thing we didn't learn was the business part of running a studio, photography business, freelance business.  So for the first 15 years of my company or longer. I saw the business's checking account like Monopoly money, it wasn't real money to me until it came to me. I mean millions of dollars were wasted by not having that clarity and understanding and business education, which is essential. And I think you know the tables have turned, and now the most secure opportunity is to be your own boss to be an entrepreneur versus trusting your career into some other company hitching your wagon to that star and hoping that they not only are successful but that they continue to value your contribution and reciprocate that with job security. Katty: Very very true and very well said thank you for that. Now you've recently transitioned out of your business. Is that correct? Am I saying that correctly?  Keith: No, that’s correct. Yes, I sold Zenman to a SaaS company called Mblue in Latin America. It has been an amazing transition. I was really nervous. I know so many people sell their business and they lose their identity. They make a bunch of money and then they become miserable. I feel very very fortunate that it's been a serendipitous partnership that maintains a legacy in the business and I'm helping them grow and accomplish their goals. I think the mindset of win-win, it wasn't I'm tapping out the last day, it's that I'm committed to it and that the people on the other side have the trust and respect to let us continue to run our practice as we do. Katty: Fantastic. And obviously, I know this from having known you the past few years, you've embarked on this passion that is now your sole focus in your business, which is an incredibly beautiful journal that you've created for others to use, and I can see the experience for having put a great presentation together that you learned so many years ago, really manifests itself in the Oak Journal, it's absolutely beautiful. Can you talk about what that spark was and why did you decide to go into this business? Keith: Yes, it is a combination of two things, it is my Ikigai but I didn't know it when I started down that journey. Ikigai https://oakjournal.com/blogs/online-course/finding-your-life-s-purposeis a Japanese term that means life's purpose. But one of the things that I really wanted to do was stop trading my time for money. I realized when I had kids that time was the one finite resource we had. As an agency owner and a top paid creative, I make a lot of money per hour and it's still not a good exchange. So, my goal was to come up with a product-based business that would fulfill my needs of financial independence without trading my time for money, and in finding the right product that's how I came up with the Oak Journal. I wanted something that I could use my knowledge to create and do a better job than anybody that was currently doing this with the skills I built over the two decades of running Zenman. So being able to design something-- I've designed many many books over the years, but being able to take the life experience, skills, you know even Warren Rustand’s 10 10 10 and weave that into a paint by numbers roadmap that anybody can use to live their best life has been transformational and it really made me want, with intention, transition out of the Zenman which was 100% my identity, it's my nickname, it's what people call me, to helping others and being a bodhisattva. Katty: Fantastic. So, as a practice as a mindfulness practice and gratitude practice. Is that something that you were doing anyway before you put the journal together? Keith: Yes, I've been meditating for 20 plus years and about 10 years ago I started practicing Transcendental Meditation, and it has had as big of an impact on me as the Entrepreneurs Organization has. Meditation is a superpower. If somebody doesn't think that they have enough time in their day to meditate, you need meditation, more than anyone, and you will find if you start a simple practice, it gives you time in the day because you're more productive, you're more clear, you're more creative, you're more focused. I wish people would look at meditation like a free pill that would give them superpowers like that movie with Bradley Cooper, Limitless, you know, it's not quite that but it's pretty amazing how much, just having a 10-minute meditation can change your day. Katty: I love that. Can you talk about that and creativity and where you see the through-line between the two because we talked about being quiet for a few minutes, that's what we're talking about here. Keith: Yeah I mean that's a really good question Katty thanks for asking. I mean the most amazing ideas if you look at, you know songwriters or inventors they happen in the shower or while they're driving down the highway and the reason that is they're not thinking about other thoughts, they're not thinking about their problems, their mortgage their issues with their partner, they're just washing their hair and at peace with their mind, their mind itself and so we're able to come up with those really, really creative ideas. So I am intentional with creating those moments from meditation, to start my day to even having core hours where I turn off all devices not just my email, my phone is in airplane mode there's no you know Twitter open. I don't do that ever anyways, but you know there's all distractions are turned off so you can focus on writing your book, working on that creative project, or whatever it is that needs to be accomplished. You can really get into those that state of theta brainwaves with intention. Willie Nelson actually does it by just driving his truck; he writes his best songs when he's driving down the highway. So once he figured that out when he wants to be creative, gets in his truck and he starts driving. So there are all different ways you can get into that state. Katty: Yeah it's interesting because creativity doesn't necessarily happen nine to five staring at a screen. It happens when you're out in nature and happens when you're just, you allow your mind to get creative. To go inward I think it's just so important to be able to do that. Keith: 100% I agree. Katty: I've done meditation for years. I only can do it if it's a guided meditation. I have not gotten to a place where I can do it on my own. But even in the guided practice, I find that so impactful and so helpful to be able to do that. Keith: Yeah, I agree. Try TM https://www.tm.org/ it's just a mantra I think that one will--And there's nothing wrong with guided meditations. I still do those as well and I practice those with my boys, but I have struggled with contemplated meditations that weren't guided until I found TM. Katty: Okay, I will look into it. There's also a couple of other friends who embark upon TM. You’re the third person I’m hearing this from, so I think maybe the universe is talking. So you've started your boys on meditation? Keith: Yes, now we make that part of their day. In fact, when they were very very young, we had them in three different preschools before we found a school called Morningstar that was a yoga and meditation-based preschool. So the boys started every day with yoga, they did guided meditations. It was a very Eastern hippy Boulder-esque type of preschool, but it really resonated with our boys. Now, they don't embrace it with the same joy that I do, but they understand the value of it. It's almost like a joke in our house that we’ll all talk about the benefits of meditation and be like “I know Dad, you talk about this dad, I know that you wrote an article about this, dad.” So I'm hoping one day, they’ll listen with the same attentiveness that somebody to keynote does. Katty: Fantastic. I know that the Oak Journal you just came out with a new version of it, can you talk a little bit about the differences between this and what you were doing? In addition to the different sizes, but what's that creative process for you, because clearly you're still a very creative person and you've just channeled that creativity into this. Keith: Yeah, I love making things. So the main changes that we made, the biggest one is we move production to the US, and now it is being produced with environmentally friendly materials. The factory that we were using in China, didn't have the same standards and so that was the biggest one to us to have something that was made with our core value of environmentally friendly alignment, and also, it helped with just production delays and shipping and everything we're dealing with right now around the world.  The other piece is, each week has a positive psychology exercise, and we had people that have been doing it for over a year and so they were repeating the same, let's create our bucket list every nine weeks and so they were getting diminishing returns. So the next version is to 2.0, we're going to make four versions total so that you can have 48 different positive psychology exercises. I'm sorry, 54 different exercises that you would do in a year in two weeks, and then you could repeat it. We're also working on two other products. One is called the Sequoia, so that's your 10-year journal you set your BHAG and your moonshot. And then you're incrementally working towards that. With the series of 120 Oak Journals https://oakjournal.com/collections/frontpage and then our passion project right now is the Acorn. So this is for children, and this is actually something that we're intending just to give away. We'll definitely print it and have them for sale. But anybody that wants an Acorn Journal anywhere on the planet will have a free. Katty: How beautiful and I love all the tree references and all the nature references. Keith: Thank you. Going back to our roots, beautiful. And thank you for connecting me to your resources for my journal https://www.butterflyyears.com/ too. You've been so gracious, I have to say that Keith, talking about mentorship, early on. You've just been so gracious with sharing your knowledge and all the trials and tribulations of bringing this journal to market and sharing that with me and with others who are interested in that. So definitely a mentor, so thank you for that. Keith: Thank you very much Katty, I appreciate it. I truly believe all ships rise with the tide. And, the more we can help each other, it just benefits everyone. And I know more people having your book and your journal is going to help them. I think one of the things I'm blessed with here in Colorado is the creative community was very symbiotic. We do compete with people but at the same time, my competitors would reach out to me and say hey there's jobs out of our league, this is more in your wheelhouse, could you take it. I think when you have that mindset of collaboration, then it's reciprocated. Katty: And it's beautifully said because so many freelancers are so siloed and the importance of community can't be overemphasized, to be part of that community, whether it's Creative Mornings https://creativemornings.com/ or AIGA https://www.aiga.org/ or whatever it may be, but to find a community of other creatives to be able to collaborate with is so critical. Keith: Yeah, you said it perfectly, not being on an island, not being in a silo. You know just leaning on somebody, I mean, EO was great during COVID. I don't know how many people in our chapter wouldn't have gotten their PPP, if it hadn't been for other members that say hey I have this connection at a community branch we can help you, don't worry about going through the big bank you've had for 20 years, you need to call Mary at Mbank and she'll submit your proposal at three in the morning to get you taken care of. Mentorship, and also the peers that you just have, in a connected, trusting, and vulnerable way when people don't have their guards up when they're honest with what's going on. It's amazing how we come to each other's aid. When we just raise our hand and say hey I need help.  Katty: Yeah, very very true. It's been an interesting year for sure. And we're still in it, by all means, it's not a done deal. What would you say is one of the biggest lessons that you've learned for yourself during this pandemic year and a half? Keith: The importance of community and connection. You know I've seen other people that don't have the network, that really struggled that sort of went inside and dealt with everything personally, versus just like we mentioned having that community that you can reach out to. I mean one of the blessings of EO is that it's a global community. So, I took it as an opportunity because I could go have a coffee with a friend in Denver every day, to have a zoom call with a friend in Melbourne or you know just other ways to connect with people around the planet. I actually feel like, for me, it broadened my global connections, even though I wasn't able to travel and I am chomping at the bit to go travel to meet these friends. Katty: Yeah I agree 100% We did that on the family side. And I don't know if I told you this when we saw each other last week, but since March 20th we started a family zoom, and we've had one every single Sunday since then. So March 20th of 2020, and my family is all over the world, nobody lives here in Los Angeles, so to be able to have this very intentional focused one-hour zoom call with one another. This is with grandparents and grandkids and aunts and uncles and the brothers and the sisters, that I think the max point we had 18 people on our zoom. And it still happens today, every Sunday at 10am. It’s the Douraghy family zoom call, and it's similar to a forum exercise. So everything starts with an icebreaker: everybody talks about a win, everyone does a one-word open, and it's been transformational because we're actually learning things about each other that we wouldn't otherwise because we're not asking these very intentional questions of each other when we're physically together. So it's been phenomenal in terms of how close we've become as a family. Keith: That is really cool, that's such a cool gift. I think it's also a perspective, right? I mean you could look at it that “hey I haven't been able to be in the same room with these people.” But the flip side of that coin is you just created a tradition that hopefully will go on for generations. And we were blessed to have the technology to be able to do that, I mean even 10 years ago it would have been a different world we were in and I think so much more challenging to face this isolation. Katty: Oh, I agree 100% 100% agree, and look, the future of work has changed. And without the technology that we have today wouldn't have been possible to continue. Katty: What is getting you excited and inspired these days? Keith: You know what gets me excited is actually, I think, something that's really messed up right now. And that's the changes that I think are inevitable with social media. You know what's coming out about algorithms intentionally presenting inflammatory content. I'm actually excited that there will be action taken to hold these people accountable. It's going to turn the world on its head as far as advertising, e-commerce. But that's already happening with iOS changes and privacy, which is not a bad thing. Personally, I am quite happy having the exact product that I want presented to me in a way that makes it easy to purchase it. But I am excited about the change that's going to help remove the wedge that's dividing this country apart because the truth of the matter is on 95% of the issues were exactly the same. And I think there are some toxic influences that are exasperating our divide, and I am for the first time in years, optimistic that we're going to start taking that wedge out and coming back together. Keith: Whatever we can do to make that happen. Katty: Yes. And one final question for you, something to leave behind for our audience, especially those who are embarking on their creative career, and/or because of COVID have had to pivot their freelance business or if they've lost their jobs. What are some lessons learned that you want to leave them with in terms of determination to just continue, continue the task? Keith: Two tools that I will leave one; I'm a big fan of Dr. Joe Dispenza https://drjoedispenza.com/, and he has a tool on manifesting what you want. So if you're struggling right now, maybe you lost your job during COVID or your business failed or something. Set your intentions with a tool he created where you take a piece of paper out, you write emotions on one side and intentions on the other. So if your goal is a new job, what is the intention? I get to travel three months out of the year and see the world. I'm making enough money that I'm financially independent. What are all the intentions that you have? And then on the other side under the emotions, what are the feelings that you have? Actually, try to feel those emotions so you can manifest it. And that is a great tool. I love that tool but it is the first step.  The second step is doing the work. The thing that I hate about the book The Secret is it's all about having the right mindset and everything's just gonna appear in your life. The mindset is critical. It's essential, but it's the first step, you've got to make continuous daily progress, you can't just wish upon a star, that you're going to have your dream job. What did you do today to actually accomplish that goal? What incremental progress, even if it was just five new connections on LinkedIn that you sent out. What was the incremental progress you made today towards living your best life? Katty: Beautiful. Thank you, Keith, thank you for joining us here. Where can people find you and where can they find that your beautiful journal? Keith: Oakjournal.com you can connect with me on social https://www.linkedin.com/in/zenman/. Look for Zenman, you will find me or anything Oak Journal related, you will definitely find me and you can direct message me, you can even email me at keith@oakjournal.com if you have any questions. Katty: Thank you. Before I let you go, I forgot to ask this, you also do a lot of sessions where you teach people how to journal and meditate and so forth. Correct? Keith: Absolutely. Yep. I do it, I literally just got off one right before we started. I was doing one for EO Cape Town, but I also do them for individual forums, for companies and I have a masterclass that's a six-week class people can do, it’s an Oak masterclass. Keith: oakmasterclass.com https://oakjournal.com/collections/frontpage/products/oak-masterclass or Oak Journal. They all are pretty good at all the SEO interlinking web thing having owned an agency. So if you get to one of my properties you can find everything that you need and will guide you through that journey.  The master class is a six-week intensive that we work on in small groups and then individually. And it's a requirement I do a little bit of coaching but I'm really really particular with working with people that have the growth mindset that you know are going to be a good fit. So everybody has to do the masterclass first to make sure we're both on the same path. Katty: Got it.  I'll put all the links in the show notes so that everybody knows how to find you and where to find you.   Thank you for listening to the artisan podcast, brought to you by Artisan Creative. https://www.artisancreative.com/  

35m

Dec 27, 2021

Jaime Levy, Ux Strategist, Speaker and author of UX Strategy: Product Strategy Techniques for Devising Innovative Digital Solutions available in 6 languages and now also on Audible https://www.amazon.com/UX-Strategy-Techniques-Innovative-Solutions-dp-B09B4J9GDW/dp/B09B4J9GDW/ref=mt_other?_encoding=UTF8&me=&qid= You can find Jaime on LinkedIn https://www.linkedin.com/in/jaimerlevy/ and on jaimelevy.com https://jaimelevy.com/   ----------------- Katty: I’ve been watching your career trajectory, and I was super excited to see that you had written a book, UX Strategy https://userexperiencestrategy.com/ and that the audio version has just come out. So I wanted to have a conversation about you, about the book, and how you started your path. One thing that I've noticed is this trend of reinvention with you from a designer to a strategist to an author to a public speaker to a professor, and how all of that's going to come together for you. I just found that fascinating, so I'd love for you to talk about your origin story and what's steps you've taken to come here. Jaime: Let's see. Well, I guess it started even before the browser when I was creating my floppy disk magazines, and I was a graduate student at NYU, and just really interested in nonlinear storytelling.  And then trying to invent this new medium like it was just this total insane dreamer thing. And I guess because of the floppy disk I made, I actually finished it, and then I successfully brought the product to market by selling it. A floppy disk that opened into a HyperCard or Director presentation. I know for all the newbies, they're like, “What are you talking about?” Don't worry, you don't need to know this old-school stuff.  But you know it used to be really hard to make interactive presentations, but the upside of all of that was that you could be the first or you could do something that is only mediocre in design. But because it was the first it was like “yay.”  That was how I started out. I was a horrible interface designer and a horrible coder. But I just kept pounding on these floppy disks, and then, the short version of it is Billy Idol bought one, and then it got launched as a commercial endeavor and then I got my gigs at EMI records and Viacom. And it all just kept going from there you know to eventually, doing an online magazine, and then getting a creative director role and just constantly working.  I really believe that if you just keep working, and applying yourself, and learning new things, that eventually you'll connect and get whatever it is that you want. Some job, or some gig, or an opportunity. And I think that relentlessness to persevere was something that has stayed with me, and I actually need to kind of manifest it now as I'm starting the next chapter of my career.  Before UX, it was called interface design and then after interface design, then it was web design and then after web design, then we had information architecture and interaction design. And by the time I got back to LA after 9/11 and the dot com thing crashed in New York, as well as, San Francisco and LA, I came back here and it seemed at that point I needed to focus.  And I should mention early on as a result of the (floppy) disk I was asked to be a part-time professor at NYU, and I did get flown around the country and the world, to speak at conferences, and I think like when you have that success when you start out you think that's normal. And so for me, it's just been catching up with my old normal, and it's a curse and a blessing, and the blessing is obvious because you're like, oh, I just want to continue to be a public speaker, I want to continue being known or recognized for my work. But the negative consequences, it's an addiction, it's like a high that you set here and you think, Oh, I always have to be at this level of an overachiever. And so, you know, in that sense I feel like I didn't engage in my own personal life, you know because I sacrificed it for my career so much and didn't really like relax into it until my 30s when I got back to Los Angeles. Katty: Interesting. I saw you actually speak about it in one of your talks. I think was your Brazil talk about being an overachiever and what that means and constantly trying to do things, new things, or do things in a new way. I found that fascinating, it went through that same reinvention theme that I recognized in what you were talking about. So thanks for sharing that. So you mentioned, the new chapter, a new iteration of Jaime. Jaime: New? It's in progress. So, you know, I did my first book and I did really well with the first book. I was insane to write a book. That was so crazy. But I just felt like UX strategy was so interesting and even though nobody was paying me to write it, you certainly don't make money off of the book. I just was like okay I'll take a year and a half and spend my savings and write a book and sit in the library. And it was really rewarding.  And so then when it came time to do a second edition, if I want to be current I did that. And I did it during the lockdown so that was kind of a good thing to do when you can't really go teach in a classroom or go run workshops in a public space. But basically, my book is now out in the second edition and is being translated into languages, and I just found out it's in German and Italian, and Portuguese this time, you know, on top of the other six languages and that's really exciting.  But the thing with the book is you need to promote it, and you know and you need to go do things to market it. Whenever you make anything whether it be a floppy disk or a website or an app or a book or you're marketing yourself as a public speaker, it's one thing that you do it, but the other half of it is in order to be successful, you just got to market yourself or your product. And it's fine when I get paid to do growth design and markets and run experiments to market other people's products. But I think, I'm kind of at least right now, I feel I'm just kind of over-marketing myself. All of a sudden I feel like, ah, can't life just be simple again? Let me just get a job ideally as a UX strategist and, you know, and that's it, let things quiet down.  And so you can say it's an existential post-midlife crisis, or maybe it's a phase but I just had a job interview with a company that I hope I get, and they were telling me that they just had written an article related to this subject about so many people basically looking at their careers and saying, “Do I even want to do this?”  I feel like COVID Hit the reset button for a ton of people and so now I'm less killing myself about, “Oh wow, I'm really not going to go crazy promoting this book because I don't feel like it? Is there something wrong with me? Or is it just like maybe I just have to accept to let people read the book. I hope they like it.” And if people ask me to speak fine, but you know, I think it's like at a certain point you have to say okay where's friction and friction is trying to go tour and do workshops at what we hope might be the end of the pandemic but isn't. You know, it's like I suffered the same fate as people who, you know we're in an orchestra, you know, or who had movies that came out. So I'm in great company of people who made their money by doing things for the public and in person and now that you know, there's no UX conferences really planned. I'm speaking at the one in Estonia, one, this year, zero last year zero the year before, you know. So it makes you say what am I going to do now? Katty: You're right, it definitely has been a reset button on many fronts. We've seen this so much with so many other candidates that we work with who are re-evaluating “I've been doing XYZ until now, do I still want to do it, do I still want to live here?” Just really evaluating everything, but I totally hear you about the book because I also wrote a book during this pandemic. I had been working on it for three years, which was far too long but that's just the length of time that it took. The circumstances where we found ourselves allowed me to finish it, so I am grateful for that. That was the silver lining in this crazy year and t it allowed me to finish it and get it out. But it's just sitting there and it's nowhere near where it needs to be... but it is what it is. It's a story I needed to get out. I got it out. Now, if people find it, awesome, and if they don't then we’ll cross that bridge.  Jaime: What's your book called? Katty: It's called The Butterfly Years https://www.butterflyyears.com/, and it's just my personal story dealing with grief and has nothing to do with Artisan Creative and it has everything to do with me. Obviously, as somebody who's running a company, it is going to have to come to grips with having to manage grief and make that work otherwise it permeates everything. Katty: If it helps people out there, it's there. If somebody is going through it and they need to hear somebody else's story who's been in the same boat. Then I've done my job.  Katty: Yeah, So when I heard that you had done your second edition and you had just done an audiobook. I thought you know I want to talk to her and see how that whole process was for her.  Katty: Congratulations on your interview and I hope that it ends up being the right next thing. Jaime: I hope so too. That would be great if my first interview turned into a job offer. Katty: Putting out the good vibes. Jaime: They were very surprised because it was a UX strategy position and I didn't have anywhere in my portfolio that I wrote it. I didn't want to say that I literally wrote the book on UX strategy https://jaimelevy.com/ux-strategy-book/ because then they think oh she's not humble or she's too experienced so I didn't mention it. They saw something in there and I'm like, “Oh yeah, I wrote a book kind of related to UX strategy.” and they're like what's it called, I'm like, UX Strategy. I can't even own it. I can't even own it, you know, I'm just like, ahh so shocking. Yeah, you know, I want the opportunity to practice what I preach. Enough, running around with the same lectures and enough training.  I've done so much training in the last year, I think sometimes we just need to go back and forth and be okay with it. I'm not saying I'll never do workshops again, I just need to take a break from that part of it or and pursue it. So yeah hopefully something will come up for me that is enjoyable. Because I think it's important to have a job if you like and what I was shocked by when I looked at the job market this time was, oh my god there's 8,624 UX jobs in this country and 30 or 40% of them are remote, and there's actually jobs advertised for UX strategist title. It used to just be me and two other people. I don't know if my book helped define the industry but it seems like when I read the job description, it had everything that I wrote about in my book so it's a really exciting time that there's so much opportunity out there. Katty: Yeah, for sure. I'd love for you to maybe help define that a little bit, because obviously, we hear you know there's on the design side of it, UX there's XD. Now it's customer experience, employee experience. Can you talk a little bit about that I know for just what I've heard you talk about before, it’s really the research and the strategy is the precursor before you even get into the design part of it. And I learned that thinking time is so important to be able to do that? Can you talk a little bit about that? Katty: A little bit of both, actually. Jaime: Sure. So I basically define UX strategy as the intersection between product design and business strategy. So business strategy is the top-level vision of an organization. How do we make money, who are our customers? You know business is defined, ultimately by their customers.  So they have a vision and the vision might be a platform, multiple products, a suite of products, or one product. And then it's like how do you really elevate that product, and bring it to market? So that when people have that first whiff of it, they're like, smells awesome. And so when I started doing discovery phases back in 2008, 2009 for Schematic and for Huge, I really fell in love with it. Because I love doing competitive research. So interesting, I mean who doesn't want to get paid to research the marketplace? And I loved the idea of finally getting to do user research. And so that was when I really became interested in it and realized that there was nothing out there that told us how to do it. I would just make things up as I went along and as I moved from different organizations, I would clean up my deliverables and take them to the next level.  And then when Lean Startup came out--People don't think of Lean Startup, as a product strategy methodology but I certainly do. It's this idea to build the smallest version of your product, get it in front of your target customer, learn from it, whether it be an alpha or prototype, extract data from these learnings and learn from it, and then iterate.  All of a sudden the discovery phase became not something like Waterfall; first, we do discovery, then we do the implementation, then we do usability testing and find out at the very end that not only does our product suck but nobody wants it. It was insane. And now all of a sudden, the discovery phase became something that can be iterative and cross into the implementation phase, and you can start building products and doing strategy, and testing it and validating it in much smaller loops all along the way. So that's what's really exciting is an opportunity to run some kind of experiments to knock out, to do rapid prototyping, to use whatever it is like sketch XD, other prototyping tools to get business concepts in front of the target users, and start doing user research that's more focused on validating a value proposition, versus, you know, is this thing usable? Even if it's really usable, but nobody wants it, then who cares if it's usable, right? Katty: Yep. Very good, and with plenty of products out there with great usability but they're sitting on the shelf. I probably have a few of them. Katty: Fantastic. You talked a little bit about this but I think, given where you are going, pivoting, and where you see the future to be for you at this juncture. What can you share with people who are either just starting out in their career path? And/or because of this past year, lost their positions, and they have to reinvent themselves. Where is it that you dig down deep to find that inspiration and that determination to just say you know what, this isn't working, let me figure out where it is that I want to go? Jaime: Yeah, I think just to be honest it's very different for someone like me with two to three decades in the industry versus somebody who's starting out. So I wouldn't give someone the same advice I would give myself, there's definitely different things going on. I can remember very well when I was starting out and the same feelings that I have now are similar. My dad gave me this great advice. When you're looking for a job, or when you're starting on your career, and when you interview with people, you want to be careful that you don't have this flashing L on your head. Loser, loser, loser.  Because people will spot this lack of confidence or low self-esteem, you know, and it doesn't matter how successful you are, or have been, like me. Because you can still have low self-esteem or imposter syndrome, and so, it's like you need to somehow put all of these fears of I suck;. I'm not gonna make it; I'm an imposter;I am so crazy that I thought I could do this film, to begin with. I'm too old or I'm too young or my portfolio doesn't have X, X, X.  I have to constantly work on this, to this minute, which is spinning a much more positive narrative in my head that, “No, no, I have something of value to give”. And then putting that negative energy into therapy, exercise, whatever you need to do to take care of yourself, but I still to this day, put it into how can I showcase my work, what's missing? You know, look at my portfolio. Okay, it has all this but it's missing, you know, this one deliverable. Well, I better make it, fake it till you make it, you know, and figure out a way to like get it in there.  And the funny thing is is they may not even ask for it on that job interview, but if it's like this thing that you think is missing, then it's going to be flashing the L on your forehead and so to me, it's like puffing yourself up and what is it going to do to make you confident for these interviews and if showing your portfolio and getting excited around the storytelling of your UX design which, it still is for me, then get that into your portfolio and any missing things.  Don't spend eight hours a day looking for a job, spend four hours and the other four hours teaching yourself a new tool because there's always going to be new things to learn. And if you're not open to learning new things, up until, you know, your 50s and 60s, then whenever that is where you're not open to new things, you better be at that last job that you're going to station yourself at, because the industry, I promise you, just keeps on changing. You know it's amazing. Katty: Gosh. Great advice. I think for all levels of career and years in the industry and also not even to have to do with business. I think for anything where we tend to sometimes focus in on the thing we don't have versus on the things that we do have it's just such a great lesson to say you know what to say we have to reshift that mindset.  There's a great book that I read a couple of years ago by this woman called Sally Helgason, and it's called How Women Rise, and she talks a lot about specifically women and how we get into this mindset of, oh, but you know what, let me work harder because I'm missing this 10% thing and not focus on the 90% that I have and it's just crazy. I see it all the time. I see it, not just in candidates I see it in myself. And putting myself out for a conversation or a talk or something and if I don't get it's like, oh, that's because I didn't talk about this. You know what, maybe just wasn't the right thing. So, yeah, great lesson. And I think also that that whole thing also speaks of desperation, and I think that that comes through, so loud and clear, it erodes the confidence that would naturally be there if somebody has worked on their craft. Jaime: Yeah and we need to in this field of product design or research, ultimately we're making something that we need to upsell, at the very end, even if it's to our boss and say yeah this is awesome, you know, and it's like, oh my gosh if we come to it from this place of fear, we're never going to sell it.  So I think it's easy to focus on the negatives for a lot of us, and we can't afford to do that in our field because we're always upselling our work. Katty: Yeah. Have you ever taken the StrengthsFinder https://www.gallup.com/cliftonstrengths/en/253868/popular-cliftonstrengths-assessment-products.aspxassessment? Have you ever done that?  Jaime: No, I don't even know what that is. Katty: It's similar to a DISC or Myers-Briggs. But it focuses on your strengths. The reason I like it, we do it for our company https://www.artisancreative.com/ and we talk about our strengths all the time. Its created by Don Clifton, and is now as part of Gallup and it’s a personality assessment. The reason for him creating this was that he felt people focused on their weaknesses, and not on their strengths. The whole thing is about what are your top five strengths and let's lead with your strengths and not focus on a thing that is number 30 something for you, let's focus on the things that you're really good at and then find someone else who your bottom five is their top five and then collaborate. So it sounds like it's just human nature that we go there. If we could learn not to go there, it would be less, I think less of a headache for all of us. Katty: Crazy. So, I know you're teaching, you're doing online courses, you mentioned that you're doing a talk in Estonia. Are you doing that in person, are you doing that virtually? How are you managing your time and all the different places you need to be, or how did you manage your time and all the different places you need to be? Jaime: Yeah, I don't know how I'm managing my time right now yet. I'm still waiting to see where a bunch of things land. But the Estonia conference is the first onsite conference since COVID, since March of 2020. Well, basically there's very few conferences in the beginning of the year for the first quarter anyway.  So, anyway, it's Web Usability Day I think is their legacy name. But it's a one-day conference and then there's workshops, three days prior to it. It's in Estonia, it's very affordable, it's gonna bring in like a massive crowd of UX professionals. A lot of new ones but people mid-level and all over the place. And they're coming from Estonia, but they're also coming across the Baltic from Finland, and a couple of other Baltic states. So, I'm closing the conference, I guess I'm kind of headlining it, and then my workshop is one day right before that. So November 25th,iis my UX Strategy Workshop and then November 26th is the conference. It's a Thursday, Friday, so but I'll be in Berlin back in November, and then I'm doing a couple of talks, just private ones where I'm flying in. And then going back to Berlin and then I'm going to do this thing in Estonia.  I am so over this idea of more online workshops. I think they're a joke, sorry guys, but the whole point of conferences was to get people together physically in a space to network and touch base with other people and build relationships. And it seems I've done a bunch of these fake conferences, and it doesn't feel the same, they never pay and it's a joke. So I'm not into those anymore.  I'm really stoked that these people you know, the COVID cases are extremely low [in Estonia]. I've had my third vaccine. already so I'm totally going. I won't be taking too much risk but definitely, I'm really excited to be around humans and doing my thing. Katty: Yeah, humans, human connection. I'm traveling internationally for the first time since March of last year as well, and I'm going to Mexico and then to Dubai. But, I have to navigate the whole PCR test thing because I'm not going to be in the States for three days before I go so I got to figure that part out. Jaime: Yeah. It's a crazy time. I can't believe really what happened. How much the pandemic just changed everything, it's just, it's shocking. Katty: Are you seeing that in the world of products, are you seeing what's happened with a pandemic impact, whether it be design thinking or about how people are approaching research. I would imagine that it's changed how people are looking at how they go forward. Jaime: Yeah well, everything's online now. When I left Huge back in 2009, 2010. It was because I didn't want to drive in my car in rush hour to agency land in Culver City, and I didn't want to work in person, I wanted to work from home. So I've been working remote since 2010 and it's not new to me, and Cisco Systems when I worked for them as a UX strategist, everybody was a remote workforce. So finally, the rest of the world is catching up with us and learning that it is possible, and even outside of product so I think it's opening up opportunities in many ways. But, the negative consequence, and I felt this when I taught my last course at Claremont University, was that my students who were graduating, were just getting internships, but they're online.  At Facebook or wherever, and at any point in your life where you need human contact, and you need the nuance of someone kind of seeing that you're confused, and you need mentoring or you need to get the confidence to ask for help, we need that to be in person. I feel like the people that are getting the worst end of the deal is the college graduates, the people who are just starting their career who have to start it by themselves in Zoom rooms. Hopefully, there's going to be some way that it isn't just this experience of online collaboration, because I just feel even when I had my second or third cat life of getting into the UX world, I can't even imagine that I would have had the trust and camaraderie that I had with people at Schematic who came over and showed me how to wireframe when nobody was looking. So hopefully maybe there's some way that people can reach out and have people to connect with for that kind of support since they can't get it in person. Katty: The whole mentoring piece of it. Yeah, taking somebody under your wing. It's harder to do it this way. Yeah, you're absolutely right. I have some nieces and nephews who started their first year in college last year. You've worked really hard to get into the school of your choice, but you don’t get a chance to really experience that. So now as a sophomore, they're getting to experience it for the first time because now some other classes are in person. So really interesting to kind of watch this new generation of those who are starting and those who are graduating, it's just a very different world, for sure. Jaime: Yeah it's crazy. It's really crazy and maybe five years from now we'll look back on that and go, Oh man, it was so great, why didn't we just do all that remote work and it was so easy. But it is weird, I just got off the phone with a client and he's just saying that he's not leaving the house and he doesn't want to get the vaccine because he almost died from a vaccine from something else a long time ago, so he's just like staying in his house for his whole life. And I just, I feel in our field where we're designing products for customers and users, it's like, “Nah, we need to have human contact and get out there.” When I'm feeling really low, I reach out to a friend and I have to dump, and say “Ugh”, and have them tell me. I just hope we don't lose everything as a result of this, online world that we live in now. Katty: I don't think so. I mean I certainly hope not. I do feel that there's a hybrid version of it that's going to be more pronounced. I mean we went to such an extreme this past year, I do think there's going to be a hybrid world in front of us. I haven't quite figured it out yet, but little by little I think we'll fall into place. Let's end on a couple of inspiration pieces. Where do you get your inspiration? Jaime: My inspiration now is probably-- I consume a lot of film. I like to have a big impact. I actually went to the movie theater, on Sunday, by myself, bought a ticket to go see Ich bin dein Mensch, I’m Your Man, a German film about a man robot who was built to learn on what a woman wants and then they program him to be the perfect partner. It was amusing, to walk into it, to have it open up and see all of Mitte Berlin and see the TV tower and see the food and see inside the flat. I miss Berlin so much right now, I felt like when I got out of there  I had just gone to Berlin. It just reminded me of all these tiny little things. So I get a lot of inspiration from being able to transport myself into different realities physically and through film, and right now, traveling is limited,but I definitely get my inspiration from seeing other cultures, other ways to live.  I lived in Berlin for most of the pandemic, and it took months, but after being there and away from here for so many months it really-- when you experience other cultures, it makes you appreciate and also find things you don't like about your own culture. But I feel like having perspective is what inspires me. Katty: Love that, and for creativity to bloom, do you need that spark of inspiration for creativity to happen, or is there another thing you tap into when you sit down to write or to do another wireframe or to create, what would you tap into for that? Jaime: I don't know, I wish I could answer that. I don't know. I spend my days at the computer then I go and walk on a trail. It’s extremely important for me to get out and walk in nature and I do that every day and I listen to the same 3 podcasts. The New York Times Day thing, The Berlin Briefing https://www.berlinbriefing.de/, and then Doug Rushkoff’s Team Human https://rushkoff.com/ And that stuff, while I'm like in nature and walking around listening to these podcasts, again, I guess I feel transported and I feel immersed. I think that when I leave the house, and when I come back, whether I'm jogging or listening to music and weird experimental atonal music that nobody would like unless they’re into weird music. That helps me really reset the crazy stuff we're telling ourselves in our head or just like being in a mundane moment. I think sitting at a computer for more than four hours, not healthy for me.   Katty: I love that. Both for creativity and inspiration, it's not going to happen nine to five necessarily looking at a little screen. To be able to get out of this and just get other influences. I find nature so healing in so many ways and my ideation just goes off the roof when I'm out and about. Jaime: Where do you go, where do you get your nature?  Katty: My favorite place is Point Doom in Malibu. It's a very easy little hike, but you are at eye level of the pelicans flying by. It’s just the most incredible sensation sitting there and you see these majestic birds flying right at your eye level. So whenever I can, whether it's a birthday or an anniversary or something special, that's where I like to go.    Jaime: Nice. Yeah.   Katty: Well Jamie where can people find you?   Jaime: People can find me on LinkedIn, @Jaimerlevy https://www.linkedin.com/in/jaimerlevy/. I'm on Twitter, I'm not tweeting so much. I was told I need to get on Instagram but I'm like, “What?”. And then Jaimelevy.com and then the book userexperiencestrategy.com https://userexperiencestrategy.com/. I'd love to just mention if people don't like to go walk in nature. I recorded my audible book at this great studio in the valley, where I grew up, and it's me reading my book and doing some impressions of myself, and it's a lot of stories and so far the reviews have been really favorable. And so if you're not a big reader like me I hate it, I don't really like reading. I can read an article but long-format, not so good. Check out my audible book https://www.amazon.com/UX-Strategy-Techniques-Innovative-Solutions-dp-B09B4J9GDW/dp/B09B4J9GDW/ref=mt_other?_encoding=UTF8&me=&qid= if you're not sure go to userexperiencestrategy.com and listen to the first two chapters and try it on. But I'm really excited about the audible, you know for my book I self-produced it, paid for it, and it's mine. So that was important to me, you know.      

44m

Dec 07, 2021

Seth Silver is an Executive Creative Director who is on a mission to put creativity at the center of business growth.  We chat about creativity, and the intersection of art, culture, and design.  You can find Seth at Sethsilver.io or on https://www.linkedin.com/in/sethsilver/   And a should out to The Fashion Institute of Design and Merchandising https://fidm.edu/ where both Seth and I graduated from. #artisancreative #theartisanpodcast #FIDM

32m

Oct 18, 2021

Check out our conversation with Branding Copywriter, Brennan McNally about music, humor, inspiration, and cats! Branding copywriter + cat lover.  Check out Brennan's work here (and see Daphne's pictures too!) https://www.onlybrens.com/   From working with Conan O'Brien while he was in college at UCLA to touring the country multiple times and earning a living playing the bass, to being a writer and creative director at a variety of agencies, startups, and corporations. Brennan brings humor to every opportunity.   

32m

Sep 08, 2021

Erica M. Hart is a documentary director, video editor, and podcast creator. She is the creator and co-host of the survivor-led podcast Gray Area Stories about the healing journeys of survivors of sexual assault. She is the director of the short documentary Gray Area, which follows her calm conversation with a man who sexually assaulted her. Erica's recent work as an editor has included shows for MTV, Nickelodeon, CMT, the PBS feature documentary How Sweet the Sound and the Disney/Parkwood Entertainment film Black is King. Erica is passionate about feminism, storytelling, and conversations between humans which serve to reduce shame and stigma. In her spare time, she volunteers to clean up the loose shards each time a glass ceiling is shattered. You can find Erica at www.ericamhart.com/

40m

Aug 04, 2021

Tune in a hear Brionna Simons share her insights about Account Management, Marketing, and the collaboration between creative and account teams to bring forth an exceptional client experience.  She'll also share how she crafted her job search to lead her to her ideal role at OBE (On Board Experiential), where she is currently a Sr. Account Manager Brionna is an experiential & Multicultural Marketer and  Strategist.  Prior to OBE, she was at XPrize. She has spent the past 12 years in marketing with a specialty in strategy, events, and account management. She is passionate about advancing diversity in the workplace, the marketing industry, and the world. She thrives on creating processes out of chaos and building long-term relationships. In her free time, she is the Co-VP of Culture & Equity for Soapbox Women https://www.soapboxwomen.com/. You can find Brionna on LI: https://www.linkedin.com/in/brionnasimons/  or at www.brionnasimons.com https://www.brionnasimons.com/ Info on OBE can be found here: https://www.obexp.com/  

29m

Jun 25, 2021

Joe Campos is an LA -native, designer, illustrator, and comic book artist who was the Lead Art Director at Mattel, working on Hot Wheels and licensed brands such as Star Wars and Batman.   Joe is now at the helm at McHale design and ready to grow himself and his company in his leadership role. McHale design is the leading graphic design agency specializing in Branding for the World of Youth and bring over 35 years of experience and success to the toy industry.  You can find out more by visiting: https://mchaledesign.com/ And you can find Joe here: https://www.linkedin.com/in/joey-campos/

41m

Jun 03, 2021

Join this episode of the artisan podcast as we speak with Kara Goldin, the founder of Hint water, and the author of Undaunted https://www.amazon.com/Undaunted-Overcoming-Doubters-Kara-Goldin/dp/1400220289/ref=sr_1_4?dchild=1&hvadid=3487335849&hvbmt=be&hvdev=c&hvqmt=e&keywords=undaunted&qid=1620696818&sr=8-4, Overcoming Doubts and Doubters.  Kara shares her journey of starting hint, being an entrepreneur, and writing Undaunted. Check out Kara's podcast The Kara Goldin Show  https://podcasts.apple.com/us/podcast/the-kara-goldin-show/id1327208777 Kara can be found on all social channels @karagoldin   Bio: Kara Goldin is the Founder and CEO of Hint, Inc., best known for its award-winning Hint water, the leading unsweetened flavored water.  She has received numerous accolades, including being named EY Entrepreneur of the Year 2017 Northern California and one of InStyle’s 2019 Badass 50.  Previously, Kara was VP of Shopping Partnerships at America Online. She hosts the podcast The Kara Goldin Show.   Her first book, Undaunted:  Overcoming Doubts and Doubters https://amzn.to/2Zs7bGw, was released October 2020 and is now a WSJ and Amazon Best Seller.  Kara lives in the Bay Area with her family  

41m

May 11, 2021

Join us on this episode of the artisan podcast with Shanley Jue, the Executive Creative Director at PXG

44m

Apr 18, 2021

Meet Jo Szeto, a freelance copy editor, and proofreader who shares her tips and knowledge in building a successful freelance career. This episode is a great resource for anyone venturing into the freelance space.

55m

Apr 15, 2021

Join us to hear Sarah Caravalho Khan, Culture Transformation Leader speak about empathy, culture, and the employee experience. James Williams's book mentioned in the podcast can be found here https://www.cambridge.org/core/books/stand-out-of-our-light/3F8D7BA2C0FE3A7126A4D9B73A89415D and available as a free download from Cambridge Press. You can find Sarah on Linkedin https://www.linkedin.com/in/sarahck/  You can find Katty on Linkedin https://www.linkedin.com/in/katty/ You can find Artisan Creative https://www.artisancreative.com/ and on Linkedin https://www.linkedin.com/company/artisan-creative.    

38m

Jan 25, 2021

Nick Ostermann is the Sr. Design Director at Corporate Visions. Tune in to hear how Nick started in the creative field and the trials, tribulations, and triumphs along the way. https://www.linkedin.com/in/nickostermann/ https://corporatevisions.com/

36m

Dec 15, 2020

Check our latest episode with Birch Norton ECD at Merge. https://mergeworld.com/ Birch talks about brands in the current state of our times and politics as well as discusses creativity, entrepreneurship, and authenticity.   You can find Birch on Linkedin https://www.linkedin.com/in/birch-norton-4630614/

49m

Oct 17, 2020

Darius Mirshahzade is an Entrepreneur, culture building mad scientist, Pink Unicorn enthusiast, foodie, and dad. He is also ranked as #  9 on Glassdoor's list of the highest-rated CEOS at small and medium companies.    He is the host of The Greatness Machine Live and the Author of The Core Value Equation.    In The Core Value Equation, Darius shows how core values create the ultimate decision-making engine for your organization that consistently produces spectacular results. https://twitter.com/kingdarius https://therealdarius.com/book/ https://www.facebook.com/therealdariusm/ https://www.linkedin.com/in/dariusmirshahzadeh/

39m

Sep 12, 2020

Join us on this episode of the artisan podcast as we welcome Cherry Lao, the Creative Director and co-founder of Citizen Best, a boutique international brand marketing agency in San Francisco. Hear how Cherry got her start and how she transitioned from artist to designer to entrepreneur and her lessons learned along the way.   Cherry shares her philosophy on design, visual problem solving, and dealing with adversity.   You can find Cherry at https://citizenbest.com/ or https://www.linkedin.com/in/cherrylao/

40m

Jul 26, 2020

Meet Joshua Abramson, the Johnny Appleseed of "I Love You".  Joshua is behind a movement called ‘I Love You World’, an initiative where all 7.5 billion of us greet each other with ‘I love you’ as the starting point of our every interaction. You can learn more at: http://joshuaabramson.com/i-love-you/ https://www.linkedin.com/in/joshuaabramson/

54m

Jun 21, 2020

Meet Marc Gutman, founder and storyteller at Wild Story the marketing agency for arts, recreation, and entertainment, helping companies provide refreshment of strength and spirit, after our work day, and build powerful brands by crafting customer experiences that create delight and differentiate their brand. You can find Marc on social at @marcgutman Check out Marc's own podcast Baby Got BackStory: https://www.wildstory.com/wildstory-podcast/

40m

May 23, 2020

https://debbiegoodmanbhyat.com/ Debbie is the founder and CEO of Jack Hammer http://www.jhammer.co.za/, Africa’s largest executive search firm. For more than 20 years, she has partnered with some of the region’s top corporations – helping them find great leaders for executive and board appointments. She is currently living in the US, extending Jack Hammer’s footprint to California. Debbie’s latest start-up business, Virtual Coaching Partners https://www.virtualcoachingpartners.com/, is a unique digital platform that uses AI to connect entrepreneurs, leaders and professionals with world-class business coaches.  Her first book, “IntheFlow – Taking Mindfulness to Work”, was listed in the ‘Top 10 Best’ South African business books. Her next one, ‘Inside the Interview – The Secret to Great Hiring Decisions’, will be published soon

39m

Apr 22, 2020

Artisan Creative has been a remote team for the past ten years,  Over this period we've learned some best practices and tools that we'd like to share with you. Remote teams need TLC T: Technology L: Leadership C: Communication   If you wish to see the accompanying slide deck, please check out our you tube channel https://www.youtube.com/watch?v=b5h8528R7DQ&t=36s   Artisan Creative is a staffing & recruitment agency focused on creative, digital & marketing talent. www.artisancreative.com

25m

Mar 24, 2020

Our guest today is Camilla Fischbacher, the award-winning Art Director for the 200-year old Swiss textile company Christian Fischbacher. Camilla has been featured in Architectural Digest, Elle, and Vogue and is the creative force for introducing Benu recycled fabrics. She details her journey over the past decade to bring Benu to the market with her team and create luxurious (flame retardant) velvet fabrics made from recycled pet bottles.  She shares how she's kept innovation and inspiration alive at Christian Fischbacher for both existing clients as well as the new clients who are interacting with their brand for the first time. Camilla details her journey as a creative herself as a photographer working with B&W film using a Hassleblad camera. She has exhibited in New York, Berlin, Tokyo and Switzerland. For more info please visit www.fischbacher.com http://www.fischbacher.com & https://www.fischbacher.com/en/news/benu-recycled Facebook @christian.fischbacher.1819 instagram @christianfischbacher/ https://www.instagram.com/christianfischbacher/

47m

Feb 22, 2020

Darcel Danielle Welcome to the Artisan Podcast where we explore creativity, inspiration and the determination it takes to be an artisan. I'm speaking today to Darcel Danielle, who is a professionally trained actress and stunt performer. Today she's going to be talking to us about what it takes to pursue your passion, and what she does on a daily basis to fuel that fire for herself to be able to keep motivated and laser-focused on pursuing this career choice. She's been acting for the past 10 years and performing stunts for the past two. She has performed in numerous feature films, short films, commercials, and TV shows, most recently she is performing stunts in HBO’s Watchmen, starring Regina King, and she has on a regular basis, has been the stunt double for Jill Scott on Black Lightning.  This is such a motivating and inspiring story of passion and determination. Enjoy. You can find Darcel Danielle on Instagram https://www.instagram.com/darceldanielle/ and Facebook https://www.facebook.com/darcel.danielle, and on IMDB https://www.imdb.com/name/nm5028189/ 

39m

Nov 27, 2019