Matt & Crista Vance (Hosts): Thank you for joining us, everyone. The Arbinger Institute is one of the world’s leaders in organizational development conducting research and leading best practices in leadership development, culture change and more. Joining us. Today is Lisa. Sharapata CMO to share some insights about the 2024 workplace Trend report. Thanks for joining us Lisa.

 

Lisa Sharapata (Guest): All right. Thanks for having me. I’m excited to be here.

 

Matt & Crista Vance (Hosts): So let’s hear a little bit about Sharapata is a Global Marketing leader focused on Revenue growth in the B2B Tech sector in the past 20 plus years. She has led teams across demand gen brand digital growth marketing and more currently serving as the chief marketing officer at The Arbinger Institute. She leads the effort. Help more organizations create centric cultures and strengthen organizational excellence. So, can you tell us a little bit more about the Arbinger Institute?

 

Lisa Sharapata (Guest): Yeah, the Arbinger institute’s been around for over 40 years and really would say in the last I don’t know decade or so kind of this concerted effort to help more organizations and kind of bring our work to life in a meaningful way that has an impact and The Working World so, it started off with. several books and helping a few people here and there and it’s just really grown mostly By Word of Mouth, up until recently again where we’ve now got marketing department and we’re going after it but

 

Lisa Sharapata (Guest): I joined about eight not even a year and a half ago. So I’m just really excited about the mission and what we’re doing here and helping kind of change the Working World and improving people’s lives. So it’s been great.

 

Matt & Crista Vance (Hosts): Love it. That’s definitely impressive. I’ve admired The Arbinger Institute for a long time. I mean the research and innovation that comes out of the organization is very impressive and there’s a lot to be learned for sure. So you’ve got a pretty cool team there to work with just before we kind of dive into the Core discussion for today. We love to let the listeners get to know you a little bit as well. We talked previously before we started the call. So we’re in Utah. We’ve got a little bit of snow going. I know that you’re kind of mocking us right now from some sunshine, but maybe tell us where you’re calling in from and just a little bit about yourself. personally

 

Lisa Sharapata (Guest): Yeah, I’m in Charlotte North Carolina and I’ve mentioned this a couple times kind of been my story lately, but I moved here from Chicago last two summers ago. So this is my second non-winter winter and it’s been great. I’ll just say it was a big move for our family and we kind of made a whole lifestyle change in general which was from everything from careers to climate that we are in so before being an urbanger I was in B2B tech for over a decade and I’ve worked in a number of different areas. Industries prior to that but especially

 

Lisa Sharapata (Guest): The B2B Tech world, it’s kind of been Leading Edge when it comes to a lot of the things we talk about today. I don’t know hybrid workplaces and culture and flexibility, but it’s also been I would say what I would call a hustle culture and very exhausting and a lot of things have kind of come and shut up to light even just look like VCS and funding and all that over the last few years a lot of transformation there and so, I kind of hit a wall and was like I want to do something that.

 

Lisa Sharapata (Guest): I think it is gonna make a bigger impact on people’s lives and I just felt like anywhere, I went no matter how great the technology no matter what we were doing. It was always the people’s problems that got in the way of the success and when I started to dig into urban dreams in the work they do and the principles behind it. I was like this. It is a game changer and it’s a game changer anywhere and everywhere. This is something that can help any organization and any person in a meaningful way. And so yeah, I got pretty excited about it. and…

 

Matt & Crista Vance (Hosts): That’s awesome.

 

Lisa Sharapata (Guest): I’m here.

 

Matt & Crista Vance (Hosts): And it sounds like your values and your vision for finding meaning in your work really aligned with what the Arbinger Institute does.

 

Lisa Sharapata (Guest): Yeah, I mean and it’s amazing because I had never even heard of The Arbinger Institute. We made this move, we started making some changes and I was like, I’m done with this toxic work environment and I don’t know what’s next but I’m gonna find something that aligns with my values and then this came along a couple months later. It’s meant to be

 

Matt & Crista Vance (Hosts): That’s incredible. Yeah, and I don’t think too many people align with a talk workplace, some do align with maybe the hustle right…

 

Lisa Sharapata (Guest): Yeah.

 

Matt & Crista Vance (Hosts): But it sounds like you figured out a good balance of what’s good for you.

 

Lisa Sharapata (Guest): yeah and I’ll say I mean I grew up with this concept of hustle is a good thing hustling I was like the hustle Award winner for basketball team,…

 

Matt & Crista Vance (Hosts): Nice.

 

Lisa Sharapata (Guest): I was like, this is great, but what I’ve come to realize yeah is that it was more about doing things versus Thinking about your impact. It was more about getting stuff done versus really looking at the desired results and how you’re doing it. It was toxic. It wasn’t a healthy high performance culture. It was gone all the time. Until everything breaks down we’re gonna have a culture.

 

Matt & Crista Vance (Hosts): And you burn out right? I love…

 

Lisa Sharapata (Guest): So yeah.

 

Matt & Crista Vance (Hosts): what the Arbinger Institute is doing as well. You guys are helping and just provide insights for business and leaders. And so the Arbinger Institute put out the 24 workplace Trends report and we just like to go into that a little bit and first ask how many individuals were surveyed as part of the study. Yeah, tell us the structure of how you guys found these insights essentially.

 

Lisa Sharapata (Guest): Yeah, I mean we work with the third party to capture this information so that it’s non-biased and we wanted to look globally. We also wanted to be able to look. at different levels of leadership and get a different variety of inputs into it. So I know we had over 300. folks professionals across various industries were

 

Lisa Sharapata (Guest): not interviewed, but went through this long questionnaire, all the way from North America to Europe and APAC regions, and we wanted organizations that had Between 500 and 10,000 employees. So that was the sample size.

 

Matt & Crista Vance (Hosts): Okay, that gives a good frame of reference to the insights that we’re about to talk about. Larger organizations all across the globe and long form questions there with lots of details to uncover here.

 

Lisa Sharapata (Guest): Yeah.

 

Matt & Crista Vance (Hosts): So speaking high level what were some of the biggest common challenges that these organizations were seeing in the workplace?

 

Lisa Sharapata (Guest): yeah, I mean we had fun it kind of five themes that we ended up pulling out from the results and one was around the concept of redefining the employee experience and that goes everything from a hybrid or more flexible work environment, but even thinking about how do you make something more people-centric or how do you create a culture? If you are remote or all sorts of different things that have kind of gotten shaken up over the years and I think also the expectations of people saying this is where the quiet quitting and great resignation and stuff has come in is I don’t want to do this anymore. It’s not worth it. And so the expectations I think coming from Employees has changed and then is also forcing employers to kind of reevaluate that.

 

Lisa Sharapata (Guest): So that’s one of them and then Bridging the Divide between leaders and employees and it’s similar concepts, but it’s one of the things that we found that I just think is. kind of mind boggling really is that there’s still this huge what we’re calling disconnect a fact in general as the higher level of leaders versus individual contributors are not on the same page as far as even. How they think things are going.

 

Lisa Sharapata (Guest): job satisfaction communication just the very basics. So that was just a clear Trend that came out and I think is really telling about where some of the breakdowns are and kind of basic things that need to get worked on. and then a third trend is review cycles and that is the standard I would call old school performance review cycle.

 

Lisa Sharapata (Guest): As just ineffective and people have known it for a long time. But again kind of back to people, employees want more today and they’re not afraid to speak up at least in our survey and we’re seeing that more and more were waiting for a whole year to get feedback or once a quarter your manager telling you the things you’re doing wrong and they want you to work on, isn’t really effective. And I definitely have some thoughts on that. I’d love to. tap into and then the last two are

 

Lisa Sharapata (Guest): just really working on communication to improve collaboration and a priority prioritizing training and development to produce performance. So I feel kind of basic but for whatever reason I mean, I think a lot of organizations. Kind of shifted away from that for a while. So we’re definitely seeing a need for it.

 

Matt & Crista Vance (Hosts): I think it goes to show that doing a survey at all is such a good way to really get the insights of your employees. I mean, you did one across a bigger sample size but every organization is gonna have different people that are drawn to that organization, or maybe it’s to The Climate that they live in and they have different things that are important to them. And yeah, I mean if you mentioned quiet quitting if you’re waiting a whole year to provide feedback to the company or for them to provide that feedback to you. And I think that quiet quitting often happens before that even comes around and they have a chance to address those.

 

Matt & Crista Vance (Hosts): And you said you had a little bit more you wanted to add to that. I’d love to hear your thoughts on that. Yeah, if you want I have the report pulled up too.

 

Lisa Sharapata (Guest): Yeah.

 

Matt & Crista Vance (Hosts): I definitely had a couple thoughts that were interesting seeing that so how do you want to do this Lisa? Do you want to just go really want a little bit more?

 

Lisa Sharapata (Guest): Yeah, I mean, why don’t you throw them at me Matt and…

 

Lisa Sharapata (Guest): We’ll see.

 

Matt & Crista Vance (Hosts): Okay, so let’s dig a little bit deeper on these five things that you mentioned Lisa that were discovered in the survey the first Redefining the employee experience. I think that’s right online with what Krista was saying, employees will tell you what they want if you ask with the survey and that’s what you guys did. I noticed the number one top thing 45% of respondents of the survey mentioned. They want flexible work hours and just yesterday. I saw an article with some research from her site about the CEO of Ursula. Please lead an amazing team also doing some great work and research around female friendliness in the workplace. She found something interesting that I think relates to this.

 

Matt & Crista Vance (Hosts): Women specifically are prioritizing flexible hours even above hybrid work. For example, an on-site job with flexible hours would be preferred above a remote job with really rigid hours. And I thought that was interesting. It definitely aligns with the findings of your report. But any other specifics you’d add Lisa about what companies should do to redefine the employee experience.

 

Lisa Sharapata (Guest): I mean, I’ll say I mean our survey found too that more important than salary to employees was a life balance And not far behind that was the feeling of doing.

 

Lisa Sharapata (Guest): I think it just comes back to taking a look at the whole person again and being more people-centric and saying what? Does this person need to thrive in this role? What does this department need to really be successful? Do we need everyone in the office all the time? Does it work if people want to be remote how flexible can we be and then within reason let’s look at creating the structure of the department and people’s hours and when they are together based on real tangible things and also people’s and what they can do so that I mean I used to commute two hours each way to downtown Chicago between leaving my house walking from the train station to my office. and back and Fortunately my employer let me.

 

Lisa Sharapata (Guest): The days I came in and I picked them based on what meetings I need to be in here’s what I really need to spend time with my team. And I also managed some folks that were in a Mia. So I had days where I would stack my schedule with those meetings and work from home and giving me that flexibility to make those decisions and trusting me also then made me feel much more accountable to the organization and…

 

Lisa Sharapata (Guest): How much stronger desire to put in the work in the time and the effort? and I wasn’t bitter about going downtown because I could figure that out with my life and my family and do what worked for me and I just think the more organizations can do that the better off everyone’s gonna be so. Yeah, I think it starts there.

 

Matt & Crista Vance (Hosts): I think that’s not perfect what example right there of how a company can and should do that is to empower the employee to work into their life instead of the other way around another thing that you mentioned I think is key to bring up is

 

Matt & Crista Vance (Hosts): meaning in your work now, there’s a lot of companies that are out there and organizations that are focused on saving lives. For example, the medical industry and First Responders but we can’t all be working in some of those areas, So then what does the company do? Someone would say it is less important than those things like let’s say you’re in and out and you’re preparing food. How do you attach meaning to something like that? it’s introducing the connection between the value that you’re providing the world the value that you’re giving that customer maybe it’s the convenience of someone who’s rushing to the hospital or back to work and they have a really short lunch break and this is the only option they have to eat out for example, or everything has meaning we just have to find it and attach it to the work that we’re doing, but I don’t know if you have other thoughts on that.

 

Lisa Sharapata (Guest): Yeah, I mean, I think it does start there, one of the things we have at Auburn jerseys. We have a large variety of tools that we use and one of the first things that we do with organizations we work with and internally is we fill out this job map and the job map not only identifies the four key roles that I have that I play but also who I impact and how I impact them and really ways out this picture so that back to what you’re saying Matt is Even if I’m serving Burgers to people. What value am I bringing and can I look at that in a way to understand how I’m impacting their day.

 

Lisa Sharapata (Guest): get a sense of they’re human. They’re in a rush. They’re here for a reason and I’m here for a reason. So how do we make the most of this? So yeah, I mean, I just think that there’s when you start that way and you’re kind of grounded in this mindset of other people having challenges and goals and objectives just like I do and let’s look at how those things intersect. And take all of that into account. It makes a really big difference across the board. Not only from the experience that you would have interacting with me. But my experience as an employee feels all of a sudden a whole lot more meaningful when I understand that these people are relying on me for these things.

 

Matt & Crista Vance (Hosts): And on an actionable side of that, having the organization try to have a value set that they can pass on to their employees and make sure their employees know can help their employees really clearly see what meaning they can find in their work and own that for themselves.

 

Lisa Sharapata (Guest): Yeah, I mean, I think that kind of starts to even get into the whole notion of employee performance reviews and stuff too and one of things our survey uncovered and one of the things that we do here again at Arbinger with our tools and our process is much more regular feedback. It’s an ongoing dialogue and it’s the employee who takes responsibility and ownership for that and

 

Lisa Sharapata (Guest): They should be doing impact check-ins back to that job map the folks that they’re interacting with the people who not only do they maybe work with or work for but our delivering materials doing something for and just really trying to understand from their perspective. Hey, here’s my role. Here’s how I’m performing in those areas and proactively bringing that to their manager and saying here’s kind of What are you seeing in becoming again this ongoing dialogue where? you’re getting a feedback loop consistently in your owning it. You don’t feel like you’re the one just getting kind of dumped up. So, I think that again.

 

Lisa Sharapata (Guest): Really starts to even this feedback loop. You understand how you affect other people in the company’s goals. and I just also think it creates a culture with more gratitude too where we

 

Lisa Sharapata (Guest): When we show up we’re feeling like I want to know how I’m doing and how I’m impacting other people and when you’re constantly getting that kind of feedback and talking to your leadership team about that too. It gives them a chance to say not just the bad things. You’re not waiting until you do something wrong for someone to say. Now it’s time to have a performance review with Lisa because we need to intervene,…

 

Matt & Crista Vance (Hosts): Yeah.

 

Lisa Sharapata (Guest): so yeah, it’s just

 

Matt & Crista Vance (Hosts): Yeah, and only so much time to me spent on that one meeting a year. And so are you gonna just tell him how good they’re doing? Are you gonna try to fix all the problems right? and…

 

Lisa Sharapata (Guest): Yeah.

 

Matt & Crista Vance (Hosts): one thing that the Arbinger Institute said was that of those who value performance reviews 72% use the time to discuss how their efforts contribute to company goals and initiatives. So I think that aligns right along with that you can tell them what they’re doing right and what they’re doing is aligning with their goals.

 

Lisa Sharapata (Guest): Yeah, and I mean even to add on to that of the people who are doing that. There are two times more likely to feel it. They’re recognized by their leaders when they understand their impact on the company’s goals versus not really. Having those dots connected. So that starts to create 

 

Matt & Crista Vance (Hosts): right

 

Lisa Sharapata (Guest): How you’re impacting the company’s goals. So. Yeah.

 

Matt & Crista Vance (Hosts): Yep, and as humans. I mean we have emotions right? We’re not computers waiting to be programmed for optimal efficiency. We want to feel valued. We want to feel heard, we want to feel recognized and a more ongoing conversation about performance attached to meaning attached to impact has a greater effect on how we feel and that in turn affects our behaviors, right? So from the employer side, without feeling too heartless, like we’re trying to get the most out of our investment in payroll. And so to do that, we need to understand people and their emotions and their behaviors and the way that we can do that is being more human where it matters most and I think flipping the performance review on its head how you’ve described and how The Arbinger Institute is framing it is perfect. I actually conducted a study at a previous company.

 

Matt & Crista Vance (Hosts): I worked regarding the frequency of these one-on-one conversations and we found that most managers and employees felt that once a month was the optimal Cadence of efficiency where it felt not like it was too frequent or too infrequent and there were some outliers obviously that preferred a little bit more or less. But I think we want that time to be useful. We want it to be focused on meaning and also providing connection not every word that comes out in the manager and employees malice has to be focused on

 

Matt & Crista Vance (Hosts): completing a task or meeting an objective but building that interpersonal relationship has value too to build trust between the employee and the manager and that in turn fuels greater productivity and greater creativity. There’s greater empowerment and trust to try new things in a safe way. That’s maybe minimizing the risk for the employer but maximizing potential gains for the employer as well. I can’t underscore enough the importance of this and how it was discovered as one of those top five trends. There’s a huge opportunity in improving performance reviews and those ongoing conversations and I think this relates directly to bridging that divide between leaders and employees and that was another part of the study that you guys did.

 

Lisa Sharapata (Guest): Yeah, I mean, I think this was one of the most unexpected slash When you look at it, you’re like yeah, I guess we probably should have expected those things that came up but for the most part in almost every category there were three times.

 

Lisa Sharapata (Guest): Bigger gap between what an executive felt over a topic than an employee. So some examples are executives who feel three times more satisfied with their company’s current level of communication and collaboration than employees do . Back to I talked to my team all the time about stuff but the employee doesn’t feel like they’re getting an adequate amount of feedback. They don’t understand maybe how they connect to the objectives of the company in the same way that the Executives do and I mean, I know I’ve fallen trap into this too. It’s like I get it because I was part of making The sausage and I told them we were making the sausage but unless you’re constantly connecting those dots, when you’re on the receiving end. It’s hard to

 

Lisa Sharapata (Guest): to put two and two together and so being very mindful of that or another one too is on the level of mental health and Executives feeling like, we’re taking all these steps to trust, being and mental health and it’s like unlimited vacation days off like that was one of the things in the B2B Tech world that was trending for a while and…

 

Matt & Crista Vance (Hosts): right

 

Lisa Sharapata (Guest): The joke was like Yeah, but when do you actually get to shut down? because I had some flexibility and I could take a couple hours here or there and a great unlimited days, but I have my laptop with me. I was working around the clock. It was like this was the next big push. We have to get that out and there was never really like that. downtime to just decompress and

 

Matt & Crista Vance (Hosts): Just yeah.

 

Lisa Sharapata (Guest): So again, on the leadership site, we have unlimited days off. Of course, we’re addressing but on the receiving end of that, it doesn’t really feel that So that’s some of the things that were coming up and Matt I wanted to bring up to you were saying the building of the relationships with your team as well and this, kind of goes back to even there wouldn’t be such a big disconnect. If you really were trying to get to know people and understand even your impact on them and this disconnect would go away and I think they’re still just a lot of tendency to try to teach and communicate and correct people and

 

Lisa Sharapata (Guest): That doesn’t create relationships. If you work from the ground up trying to build a relationship where you really try to understand the person and even going back to what are your working hours? And what are you in the office and things like that? What works for you? What’s and that might change right now, you have a newborn in four years from now. You might be in a completely different situation and…

 

Matt & Crista Vance (Hosts): No.

 

Lisa Sharapata (Guest): and each person is in a different situation. And so really getting to know people and understanding what’s important to them and their priorities and not assuming because they have a newborn she wants to be home all the time. no, I know for me I was like

 

Lisa Sharapata (Guest): I need to get out of this house. I’m gonna go and see I have a daycare set up these days for the reason that I need human interaction outside of you…

 

Matt & Crista Vance (Hosts): Yeah.

 

Lisa Sharapata (Guest): These little kids and it made me a much better mom and a much better employee and so not assuming things too. And again just like really getting curious and really trying to understand people and under not assume that

 

Lisa Sharapata (Guest): so I think I mean those are just some of the excite again common sense, but I think we so easily forgotten and then when you see it in here, you’re like yeah, I’m not surprised but it continues to happen, over and over again and organization, so

 

Matt & Crista Vance (Hosts): I think you brought up something incredible Point points here Lisa like that second observation of Bridging the Gap between leaders and Executives or leaders and employees. I think it’s really related to the fourth highlight of catalyzing communication to improve collaboration that there’s a disconnect and

 

Matt & Crista Vance (Hosts): Standing between the top level on the bottom level and I’ve seen this firsthand at companies as well where satisfaction with different elements of the employee experience are different at the executive level between the, entry level because let’s face it. They are different. We don’t want to be ignorant here and especially where an executive sends out an email. They’re probably getting responses back faster on average than appear to peer relationships at an entry level team. And so when the executive says, yeah, our communication here is great. I get responses to all my emails and I get them quickly, but then you see in an engagement survey that communication is scored lower in other teams because there’s clearly not the same level of efficient communication happening. So speaking to catalyzing communication. We need more opportunities to respond to feedback.

 

Matt & Crista Vance (Hosts): Understand that those annual engagement surveys are great for having an annual Mark of how things are trending in the long run but there needs to be more fluid communication throughout the organization between team members from Department from two Department from leadership down like Town Halls suggestion boxes. There are different ways that companies can do this, but I think that’s a key thing that the Arbinger Institute has. Is that we need to prioritize improving communication throughout organizations?

 

Lisa Sharapata (Guest): Yeah and I’ll even go a step further on that and a little bit deeper into it and say it can’t be one way communication. Even yeah, we put all this information out. We let everybody know what our objectives were for the year and we’re telling you everything you need to know. that does not create an environment or people feel safe just speak up where you really truly get the best out of people where you’re innovating and solving problems together. and so I mean the most effective organizations and there’s tons of studies out there on this and

 

Lisa Sharapata (Guest): Google did one a decade ago. That was a huge kind of groundbreaking and coined this term psychological safety as being the number one factor in high performing teams and when people are afraid to speak up they’re afraid of Retribution. They’re afraid of negative consequences. They’re afraid to even think out loud or ask bold questions or challenge the status quo. your organization’s falling flat and Again, it feels like it’s being pushed down on you. And this is what you’re supposed to do. And it’s not a collaborative environment where you’re really thriving as an organization and so

 

Lisa Sharapata (Guest): You might again have a Weekly Newsletter and do town all hands. but if it’s one-sided communication if it’s one way that is not communication. so…

 

Matt & Crista Vance (Hosts): Mm-hmm

 

Lisa Sharapata (Guest): you…

 

Matt & Crista Vance (Hosts): totally agree

 

Lisa Sharapata (Guest): I just encourage people to even challenge their own thinking on this am do people feel comfortable coming to me with a problem and they don’t know the answer to it because I know I’ve had bosses who are don’t come to me with a problem without a solution, and Somebody said this to me a while ago and it’s really stuck with me is really what I want is people to feel comfortable coming to me. It’s a problem and let’s brainstorm that solution together. so, a lot to think about there but

 

Lisa Sharapata (Guest): Definitely not a game changer.

 

Matt & Crista Vance (Hosts): Yeah.

 

Lisa Sharapata (Guest): When you start really looking at the kind of culture. When you have psychological safety and people feel like they can speak up and ask both questions. So yeah.

 

Matt & Crista Vance (Hosts): I think there’s so much that relates to each other in these topics, decreasing that disconnect between leaders employees having those performance reviews those surveys and the two-way communication is what helps all of that come together and then you guys also went into prioritizing training and development to boost performance and how that impacts and the satisfaction of employees and a huge way. Do you want to tell us a little bit more about that? last one

 

Lisa Sharapata (Guest): Yeah, yeah. just say in general.

 

Lisa Sharapata (Guest): what we found in our survey was those with the most job satisfaction were five times more likely to work for companies who provided opportunities to enhance their skills or develop their career, but that when there’s lots of different ways you can take that. It can be all the way from a leadership development piece to more of a technical tactical thing. And so I think it gets back to Piece of this, which is that as human beings we want to feel like people are investing in us, that we have a chance to grow and to learn and that someone cares enough to help me. in my career and in my journey and I think

 

Lisa Sharapata (Guest): To me that’s like the Catalyst for all of it. And then the rest of it kind of even back to what do I need as an employee today from a life balance? Everyone needs something different. This is really getting to know this is what they’re really interested in. This is like they’re doing this right now, but they really want to get over here. So it might not be giving them more training on this thing. It might be like helping them. Do this and what again I found over time is, when you really get to know someone and understand what their goals and objectives are and where they want to go and you invest in them. It doesn’t even have to be financially. It could be your time. It could be finding them a mentor. It could be, pairing them up on a special project giving them opportunities. That’s when people really get engaged that’s when people are really show up and bring their best self and so again back to

 

Lisa Sharapata (Guest): It seems kind of common sense. But I think a lot of times we get into this kind of one size fits all cookie cutter approach and we’re not really looking at the humanity of people and what they want and it makes such a difference.

 

Matt & Crista Vance (Hosts): I think we definitely see those who are pretty content to just sit in the backseat. But I think for the most part like you said it as human nature for us to want to improve and the most engaged employees are going to be those who are wanting to improve and grow and so I also saw the point of if an organization is communicating that they want to invest in the development and training of their employees that’s going to attract those more engaged employees who are wanting to improve and grow and so you’re gonna have all around you’re gonna have better performance you’re gonna have happier employees and then they in turn, I’ve heard people say it’s really hard to work with somebody who just doesn’t care or they’re that toxic person because they

 

Matt & Crista Vance (Hosts): They just aren’t as engaged and that can kind of spread to others. And so when you attract that kind of talent and everyone’s working together to improve and grow and help the organization. It affects everyone so

 

Lisa Sharapata (Guest): Yeah, and I’m like one of the things we’ve been talking about a bit is. I know we kind of have a new graphic that we’re using and stuff that I love. It’s like there’s this vicious cycle or it could be a virtuous cycle right where? back to I think that negativity can feed into itself and it gets worse or when you start kind of. fueling people’s growth and innovative side the sky’s the limit and it’s not for everyone but identifying that too right that’s where this ongoing feedback comes in and having these conversations if it’s just not the right fit. It’s better to identify that early too then otherwise that negativity just spreads.

 

Lisa Sharapata (Guest): Across the team and it felt like others too and it’s impacting their ability to do their jobs and ever so yeah to your point like all five of these things kind of connect. It’s all connected.

 

Matt & Crista Vance (Hosts): I think that’s great.

 

Lisa Sharapata (Guest): Yeah, I was disagreeing with you.

 

Matt & Crista Vance (Hosts): Yeah, go ahead. Yeah any other live plots before we wrap up Lisa? I think that’s a great summary kind of encapsulating the big picture here.

 

Lisa Sharapata (Guest): Yeah, definitely and I mean, that the biggest thing that we try to impress upon organizations as it really all starts with your mindset and we juxtapose an inward mindset with an outward mindset and back to this kind of concept of the outward mindset is We’re seeing other people’s goals objectives and challenges as being as meaningful and important as our own and when you start there and you really understand those things and take the time. To even care enough to do that. Everything else gets a lot easier. So, when you’re approaching it from an inward mindset and it’s just about your objectives and getting what you need and want out of that person so that you can get a hat or whatever they know. They know they feel it.

 

Matt & Crista Vance (Hosts): that

 

Lisa Sharapata (Guest): that doesn’t feel good and nobody wants that so, again to me, it just seems kind of Da but You really have to unpack it and there’s so many times even throughout the course of the day where I have a moment or I didn’t really consider this when I did that and it has an effect on other people that I wouldn’t even trying to have but because I’m much more alive to these Concepts, I can correct things quicker and we can have conversations about this kind of stuff and it makes a huge difference. So yeah.

 

Matt & Crista Vance (Hosts): Love that. Yeah shift in mindset really does make it so that the sky is the limit and I think we’ve shared some really cool topics here. We’re gonna make the link to the full Arbinger Institute 2024 Trend report available in our highlight article for this episode. Thank you Lisa for being here for everyone listening. Thanks for tuning in and making sure to subscribe so you don’t miss future episodes, and we’d love your feedback in a review as well on Apple podcasts and Spotify. So thanks everyone and we’ll see you next time. Thanks Lisa.

 

Lisa Sharapata (Guest): All right. Thank you.