Matt & Crista Vance (Hosts): we’ll be off to the races here. Okay, let me just pull up my little intro. Okay, here we go. Welcome everyone. Thanks for joining us today. I’ve got a question for you. How do you systematically engineer a positive and healthy culture that sticks in your company? We’re talking with a basketball coach turned author and leadership expert to find out. Let’s give a warm welcome to Shawn Glaze, the founder of Sticky Cultures. Thanks for joining us, Sean.

 

Sean Glaze (Gues): Oh, thank you guys so much for inviting me on the podcast. Really looking forward to a good conversation.

 

Matt & Crista Vance (Hosts): Yeah, we are too. So, today, a little bit more about Shawn. Shawn Glaze is a sought after leadership and workplace culture speaker who gained valuable insights on turning talent into teamwork as a successful basketball coach. He travels around the country to share those actionable lessons. There are a lot of ties that you can make between the sporting world and the business world. We’ve seen that Sean’s engaging conference leadership keynotes and custom team building programs have helped clients like Cisco, John Deere, the CDC and Emory University to increase collaboration, boost productivity, and build sticky cultures that inspire more profitable teamwork.
 
  
Matt & Crista Vance (Hosts): Sean’s books, which he’s going to tell us a little bit about today, Rapid Teamwork, What Effective Leaders Do, The Ten Commandments of Winning Teammates, and Staying Coachable are entertaining parables that accelerate the growth of leaders and teams. So, yeah, why don’t you dive right into your books and then, yeah, tell us a little bit more about you, Sean, and how you’ve come to be in this situation.

 

Sean Glaze (Gues): I appreciate the question very much. Yeah, I uh you know as a basketball coach had no idea that I would be sitting in a chair having this conversation you know 2530 years later. Uh it was basketball that introduced me to the idea that uh there are more than two parts to an organization. Every organization is in the talent acquisition business. Again, we won a lot of games when I was coaching ninth grade in JV because I had a pretty talented team. I just didn’t realize it at the time. The other part is, you know, you actually invest time and resources in strategic planning. Every organization has a strategy.
 
 
Sean Glaze (Gues): whether it’s basketball X’s and O’s or business, you’ve got talent and you’ve got strategy. And that’s what I focused on. And man, I thought we had great X’s and O’s because we went a lot and then I took over a head coaching job and we had talent enough to do far better than we did. And we really failed. We had five wins and 21 losses my very first year as a head coach. That’s

 

Matt & Crista Vance (Hosts): Oh,

 

Sean Glaze (Gues): an

 

Matt & Crista Vance (Hosts): wow.

 

Sean Glaze (Gues): 80% failure rate. And I’m guessing there’s no leader in the world who’s going to survive an 80% failure rate. But my principle was unbelievably encouraging. And it was at the end of that season that I realized there’s more to success in an organization than just that talent and strategy. And it was the lack of culture, my lack of my neglect of uh what now I spend my time working with organizations to promote and to uh to improve my my kind of neglective culture that led to us underperforming.
 
 
Sean Glaze (Gues): And I think that that’s kind of the third thing that organizations need to focus on and be that much more intentional about. But the problem is like when I first realized, you know, connections and camaraderie and all the ideas of, you know, what are going to be our values and expectations

 

Matt & Crista Vance (Hosts): expectations.

 

Sean Glaze (Gues): and how do you hold people accountable and what are you going to celebrate and how do you build relationships? All those things that ultimately become part of building a great culture. I had been really unconcerned that I was all leftrain. just do the technical stuff and it’s the interpersonal stuff that determines how well the technical stuff is implemented. And so, uh, that was kind of the beginning of my journey probably 20-25 years ago to really passionately pursue how you improve a team and a team’s performance by culture. And the books that I wrote were really useful after I realized from turning around a few programs as a basketball coach, I realized that a lot of those things, as you said, Crystal, were absolutely transferable from basketball to business.
 
  
Sean Glaze (Gues): And how could I take some of those lessons and insights and activities and tactics and help others do what we had done with underperforming programs?

 

Matt & Crista Vance (Hosts): Yeah, that’s amazing. I totally love the comparison of the sports world, basketball to business, because so much of that does transfer over to just teamwork and having that winning mindset. Yeah. And sometimes that’s what it takes is having a huge failure that helps us be really motivated to find what does work. And I’m sure you felt that failure was pretty good and you’re like, “Okay, we got to fix this.

 

Sean Glaze (Gues): And I think that everybody and again as you raise kids, you see the same thing in your kids that we experience as adults. And and you know, praise validates. We’d like to hear you’re doing a good job, but praise doesn’t always inspire you to be better. Sometimes you get complacent and I was complacent as a ninth and a JD coach because I thought I was doing okay until you’re introduced to failure and realize that what got you there and what you did wasn’t good enough.
 
 
Sean Glaze (Guess): And I think if praise validates, then pain educates. If you’re willing to allow it and if you’re willing to stay coachable, uh, and to learn from those lessons and to seek out, you know, mentors and and insights that you could then apply yourself, you give yourself an opportunity to grow and improve and help those people around you do the same.

 

Matt & Crista Vance (Hosts): Say that again. Praise validates and pain educates.

 

Sean Glaze (Gues): Absolutely.

 

Matt & Crista Vance (Hosts): That was good. I love that. Yeah, I just wrote that down, too. That was powerful. I love that. Um, so tell us Okay, so we see this kind of transferable sports to the business world. Now, tell us a little bit about each of your books.

 

Sean Glaze (Gues): Yeah, it started off and the first book has nothing to do with business. It was all what I wanted my players to be able to take in and internalize so that they were leaders instead of just athletes. I wanted to again our whole idea was if you build better people they become better players and better teammates because we wanted everyone to take on that kind of mantle of leadership and that was you know originally called Fistitude what effective leaders do and that’s the orange one that you see behind me then I became far more intentional because I realized okay after turning around a few programs and realizing that we had discovered some things that
 
  
Sean Glaze (Gues): were successful in helping teams to be better uh what are those things that could then transfer my very first book was rapid teamwork and rapid teamwork is how do you take a group and turn them into a higher performing team and I think that there’s five areas of culture that leaders need to focus on to build a great team and I use that cheesy acronym but a great team is focused upon where a leader is intentionally focused upon establishing goals and building relationships and setting expectations and having accountability conversations and then thanking people and recognizing them for their efforts. And when I talk with leaders, when I’m doing coaching with leaders, that’s one of the more powerful parts of the kind of content that I put together because every leader is probably going to be really good in at least one or two of those areas, but we also sometimes neglect at least one or two of those. And that’s where the opportunity for improvement in our culture is. And so after rapid teamwork, I realized, okay, there’s something for the leaders.
 

Sean Glaze (Gues): And then I realized, okay, what’s the one thing that I struggled with after that had done well? And that kind of message to organizational employees to become better teammates. Well, staying coachable was my third then book for businesses and staying coachable was really about

 

Matt & Crista Vance (Hosts): optimist.
Sean Glaze (Gues): with change with you know that that tendency to become complacent how do you help people to improve when they don’t see the gap between where they are and where they could be and I realized young as a coach thankfully that uh commanding and consequencing isn’t necessarily motivational or very effective and that if you will shift from commands to being curious and compassionate, you

 

Matt & Crista Vance (Hosts): That’s

 

Sean Glaze (Gues): have an opportunity for them to see the gap. And so, how do you ask questions that inspire somebody to be more coachable and to by seeing the gap to then seek to close the

 

Matt & Crista Vance (Hosts): interesting.

 

Sean Glaze (Gues): gap themselves? And then the last book that I mentioned you guys are wonderful for having on with is what effective leaders do. that I think kind of closed the the system which is how do you take people who were great teammates who were coachable who were then promoted to a position of leadership and help them to be effective because what happens in most cases is somebody’s a great individual performer
 
  
Matt & Crista Vance (Hosts): Amazing.

 

Sean Glaze (Gues): and they get promoted to a position as a manager or a leader and that’s a completely different set of skills to lead a team than to be an individual contributor on a team and what are those things that will help them to be more effective and there’s kind of four lessons that are in this book. And uh that then helps them be more effective and lead to obviously rapid teamwork to them helping to build a culture. And so that system that kind of cycle of building a sticky culture was born.

 

Matt & Crista Vance (Hosts): Yeah. Honestly, I love how you’ve thought about the different stakeholders in an effective team from the leaders to the team members and the behaviors of being coachable and um what effective leaders are doing like those behaviors are are critically important and all of this is kind of in your ecosystem of building these sticky cultures. So, why don’t you tell us a little bit more of like how do you define a sticky culture? This is obviously the culture that we’re striving for, a good culture.
 
 
Matt & Crista Vance (Hosts): So, what does that look like?

 

Sean Glaze (Gues): Well, it started off and this is so interesting, you know, having this conversation, Matt, because the work that you do at Mobium with, you know, creating reviews for employers. I think that it’s really shifting because it isn’t the same workplace that I went into 30 years ago as a teacher, right? It’s something where my kids who are now out of college are planning to not stay for 20 or 30 years. They’re going to stay for two or three years sometimes and then move on after they’ve accomplished something or gotten a skill for another opportunity. And so as an employer, I think that the idea of a sticky culture is unbelievably valuable because yes, you want a place where people are going to stick around, where people stick up for each other and they stick to values and all those things that are on the website they can find. But I think even more powerful is if you can build a culture where people feel like you’re sticking up for them and you want them to grow and improve, then when those employees leave, you know, I I I would tell, you know, coaches a lot of times, you know, recruiting is important, but retention is unbelievably valuable.
 
 
Sean Glaze (Gues): And if you can recruit the people that are already in your locker room, you have a chance to maintain culture a whole lot more easily than if you’re just recruiting and you got new people coming in all the time. The issue is when those new people come in, how do you build that culture? Well, it’s by having the people that are already there to kind of be advocates for and to share here are values and these are the behaviors that we believe in.

 

Matt & Crista Vance (Hosts): Remember?

 

Sean Glaze (Gues): This is how we do things because culture is nothing more than repeated behaviors. But I think that when we see people wanting to leave, if we’ve done a great job of providing a wonderful experience where they feel valued and have an opportunity to grow and build relationships and be encouraged and be thanked for, there’s that opportunity for them to become a boomerang employee where they come back and they’re able to contribute in a different way later on once they see that maybe the grass isn’t always greener. And I think that that’s where organizations that really invest in long-term success, they’re not going to focus upon fear or consequences.
 
 
Sean Glaze (Guess): It’s going how be how do we build up

 

Matt & Crista Vance (Hosts): done.

 

Sean Glaze (Gues): our people and establish a culture where they can thrive and feel safe in sharing their mistakes and in asking for assistance and in offering ideas for innovation so that we as an organization continue to grow and benefit from them being advocates even when they leave.

 

Matt & Crista Vance (Hosts): Yeah. Yeah. I think the boomerang term, you know, I’ve seen it both sides and I like what you’re saying and I I personally agree with that that those sometimes can be your best employees is the ones who leave and then they come back because if someone’s wanting to come back, then they they’ve been somewhere else and they’ll appreciate what they have even more. And I have seen it on the other side where, you know, an employer’s like, “Oh, you want to leave? Okay, you can leave, but you’re never coming back.” Right? And I think I think you’re exactly right.

 

Sean Glaze (Gues): Well, then again the translation from basketball to business and not everybody is an athletic-minded individual.
 
  
Sean Glaze (Gues): So when I’m doing keynotes, I’m very much aware that you know at least 30 to 40% of the audience isn’t interested in this analogy. So you try to provide stories of family and other stuff in business. But I’m reminded of one of the college coaches that I worked with recently just kind of being part of their program and sharing with some of their leadership staff. He was fantastic about maintaining contact with people when he would recruit them and they didn’t come to his school. He had hundreds and hundreds of people on his phone that he maintained a really good relationship with because when it didn’t work out somewhere else, they remembered the experience they had with him and they were that much more willing to come back and consider that school if the other didn’t work out. And I think that as leaders and managers and owners and founders, that’s a really powerful lesson to make sure that we are always a safe and inviting landing place for people who are talented teammates.

 

Matt & Crista Vance (Hosts): Yeah, that’s so true.
 
 
Matt & Crista Vance (Hosts): like that that psychological safety is critically important and it’s not just about being kind but taking it a step further as you’re saying is to m to build and maintain positive connection

 

Sean Glaze (Gues): Mhm.

 

Matt & Crista Vance (Hosts): and I think that is critically important for growth in an individual’s career in a team’s performance in a company’s performance and when those behaviors of kindness and connection are are the social norm I mean that’s really the heart of culture is um social norms within teams and groups. And I really loved how you said with sticky cultures like that we stick up for each other. We stick around and stick to it. Like I’m thinking the performance side, the psychological

 

Sean Glaze (Gues): Mhm.

 

Matt & Crista Vance (Hosts): side, the retention side to it as well. Um when we had spoken last time, you talked a little bit about behaviors, beliefs, awareness.

 

Sean Glaze (Gues): Yeah.

 

Matt & Crista Vance (Hosts): Tell us a little bit more about how those are related when we’re talking about purposeful culture strategy.

 

Sean Glaze (Gues): Yeah. I think that that is such a foundational part of what I do when I work with organizations, whether it’s as a speaker to kind of lay the groundwork for some of the, you know, the tools or tactics that I’m going to share or in a training whether it’s a team building or otherwise for people to understand that we’re here so that I can hopefully facilitate meaningful experiences because when you’re trying to change a culture culture and
 
 
Sean Glaze (Gues): I define this for my or audiences

 

Matt & Crista Vance (Hosts): Don’t forget

 

Sean Glaze (Gues): or the you know individuals that I work with those participants Culture is nothing more than the behaviors that are allowed and repeated. So if you want to change a culture, you need to change behaviors. But behaviors, and I learned this as a basketball coach, aren’t changed just because you make somebody run extra or you sit them out for a little bit. Behaviors change when beliefs change. And beliefs drive behaviors. So if I wanted a player to be better in their role, I needed to make sure I addressed the beliefs that were underneath the behaviors that you saw. And the way that you change beliefs is hopefully you shift their awareness. And awareness is the thing that we notice in the midst of our experiences. And so even in the book

 

Matt & Crista Vance (Hosts): Okay.

 

Sean Glaze (Gues): I’ll mention that you know leaders don’t get better because of experience. We’ve all worked with or for leaders or people who were in a role for years and they weren’t necessarily better because of it.
 

 
Sean Glaze (Gues): They just had that many years of experience. It wasn’t years of improvement. I think that improvement and growth and becoming more effective is a result of awareness. So we need to be more intentional about noticing things in those experiences. And so my job as a facilitator for a team building event per you know you know for example is you know how do I provide meaningful challenges and experiences and then make sure that we debrief those tailored customized experiences or challenges so that the group can then see what’s relevant and meaningful and applicable and actionable for them to apply because they notice something about how their behavior has been affecting the group in terms of an attitude or an action for somebody that’s depending on them or somebody that they’re depending on. And how can we be better about addressing one of those five areas of culture by being more aware? So I think that you want to as a leader, even if you’re not going to bring in a speaker or facilitator, you want to make sure that you are intentionally designing experiences, conversations, telling stories, giving them activities so that those experiences provide you an opportunity to emphasize some insight, some takeaway that shifts their awareness because that awareness is going to be what drives their belief, which drives their behavior, which ultimately becomes your culture.
 
 
Sean Glaze (Gues): And I think that, you know, that’s why I’ll say, you know, that’s why some people are Catholics or Protestants. That’s why some people like crunchy peanut butter and some like that, you know, creamy smooth stuff. Whatever it is, your experience has informed your awareness and driven your beliefs. And ultimately, if you want to shift the behaviors that become your culture, it really goes back to what experiences that you’re having. Even in a one-on-one conversation, when you’re dealing with somebody on your team, those interactions become experiences that can affect everything else up that ladder.

 

Matt & Crista Vance (Hosts): So I think companies realize this to some extent but they don’t realize it so specifically. is as what you just laid out. I think so many companies invest in, you know, events and things for their employees to do and to get to know each other, but I don’t think it’s always super purposeful. And I love how you use the words custom and customized and tailored

 

Sean Glaze (Gues): Mhm.

 

Matt & Crista Vance (Hosts): because that is so important in every type of group you have.
 
 
Matt & Crista Vance (Hosts): Like so when I was in high school on a tennis team, I I

 

Sean Glaze (Gues): Mhm.

 

Matt & Crista Vance (Hosts): did play a little bit of basketball, but with the tennis team, we did team dinners. And

 

Sean Glaze (Gues): Mhm.

 

Matt & Crista Vance (Hosts): you know, those were really great experiences that helped us get to know our teammates better, which increased our awareness, which

 

Sean Glaze (Gues): Mhm.

Matt & Crista Vance (Hosts): led to our behaviors, our beliefs, and our behaviors being better. But again, I just don’t think this has been like something that people realize when they’re investing in these events and experiences. So, yeah, I don’t know if you have a couple examples that you could share about,

 

Sean Glaze (Gues): Yeah.

 

Matt & Crista Vance (Hosts): you know, how you

 

Sean Glaze (Gues): It’s

 

Matt & Crista Vance (Hosts): can customize that and get good experiences that lead down that road.

 

Sean Glaze (Gues): It’s so funny you mentioned that because my most recent blog is specifically about, you know, why is team building important? Because we’re all familiar with bad team building experiences that were a waste of time and energy and effort and resources and you’re thinking to yourself in the midst of it, man, why are we going through this stuff?
 
  
Sean Glaze (Gues): Because it doesn’t impact awareness or beliefs or behaviors don’t change afterwards.

 

Matt & Crista Vance (Hosts): Right.

 

Sean Glaze (Gues): And my job when I come in to work with an organization is to make sure that their people have a great time over that, you know, half day or full day event. But if all they do is laugh, I’ve not done my job. I want to make sure that those hahas become ahas that shift their awareness that change their behaviors. So they do see behaviors and performance change over time. And I think that a lot of that is because there’s a difference in types of team building. And I’ll tell a client when I’m having that initial conversation, you know, you’re not calling me for recreational team building. You can go out and do a bowling night or you can do laser tag or you can do, you know, a pub crawl. There are a lot of different things you can do that aren’t going to necessarily move the meter that are bonding activities and opportunities,

 

Matt & Crista Vance (Hosts): Right.

 

Sean Glaze (Gues): but it’s not going to be necessarily an engineered and designed opportunity that’s going to really change your culture.

 
Sean Glaze (Gues): My job is to have those initial conversations on the front end, to get a survey of information from your people about where your strengths and opportunities lie as a culture with your leadership and their interactions and put together a set of activities that really are customized and tailored to the needs and the outcomes that you want to produce. So that in the midst of that professionally facilitated experience, they have a great time and they work together and they laugh together, but more importantly, they have things in their back pocket that help them to be better teammates and better leaders afterwards because it was intentional team building instead of just recreational.

 

Matt & Crista Vance (Hosts): Okay, that’s huge. So, maybe give us a couple examples here. Let’s say you have a team that just doesn’t feel connected and communication is a primary issue. They’re not sharing enough information and their processes are slow. U they’re kind enough to people to each other but like what type of experience would you engineer to help a team increase their communication?
 
 
Sean Glaze (Gues): I think that opening up in an event because probably half of the events that I’ve had over the last

 

Matt & Crista Vance (Hosts): One

 

Sean Glaze (Gues): couple

 

Matt & Crista Vance (Hosts): last

 

Sean Glaze (Gues): of ers are really focused upon, you know, we’ve got a group that has been hybrid or remote or we’re bringing them together for our company retreat and we need to focus specifically on, as you said, Matt, improving collaboration across the organization. We’ve got information here, but it’s not getting there and people aren’t asking for or sharing information that would make things that much more, you know, uh, productive for the team. And I think that as I’ll share in those events, you know, collaboration is something that occurs on a foundation of a trusted relationship. I’m not going to admit a mistake or to ask for help if I don’t know that I can trust you with knowing that I was vulnerable and you not pointing

 

Matt & Crista Vance (Hosts): It’s not

 

Sean Glaze (Gues): at and laughing, but the idea of are you going to be that much more willing to assist or willing to help or willing to allow me
 

 
Matt & Crista Vance (Hosts): only

 

Sean Glaze (Gues): uh to be vulnerable in that moment to ask for help, to share an idea. etc. So collaboration depends upon a trusted relationship. And so part of every event is going to be how do you help people to build some of those relationships and to get to know people that they didn’t know before to build a little bit more of an understanding so they tell a better story about Susie and they tell themselves a different story about Tom because they’ve had a chance to interact and learn a little bit more about them as a person. And once you understand somebody’s story, it’s a whole lot easier to understand why they’re doing what they’re doing on Zoom or in email, etc. And you stop kind of reading tone into some of those emails maybe that otherwise would have kind of, you know, sabotaged how you’re reading the message that they’re sending you. And so a lot of that

 

Matt & Crista Vance (Hosts): opportunity.

 

Sean Glaze (Gues): tailored program is going to be based upon how do you build some of those conversations in how do you make them aware through a couple of challenges of the assumptions they’re making about the person that they’re depending on or the person that is depending on them so that they don’t tell themselves false stories that sabotage productive conversations.
 
  
Sean Glaze (Gues): And then at the end, how do you give them an opportunity to to take advantage of the relationships and the familiarity they’ve built and questioning some of those assumptions to then as a group be able to overcome a challenge that’s going to be a little bit more demanding of them having to communicate and share what they see. And so it really depends upon the organization and what that desired outcome is, but you basically will will construct a series of of activities or challenges so that at the end of the day, they’ve not just had a great time, but they’ve hopefully had a number of those kind of insights that are in their back pocket. So they’re better moving forward.

 

Matt & Crista Vance (Hosts): Okay. So what I’m hearing Sean is like if communication is a primary thing it’s a primary issue. It’s really important for

 

Sean Glaze (Gues): Right.

 

Matt & Crista Vance (Hosts): people to have a deeper connection with each other and to understand each other a little bit more on a personal level. doesn’t necessarily mean they have to share their whole life story if they’re not uh comfortable sharing certain things.
 
 
Matt & Crista Vance (Hosts): But um understanding people’s life view a little bit more can help have a more healthy perspective on hey we’re all different uh but we’re all here for the same shared goal of

 

Sean Glaze (Gues): You know, what would make your role easier? What could I do to make your job easier? Uh what are some things that make things more difficult for you that I might not know? There are a series of questions you can ask in the midst of conversations

 

Matt & Crista Vance (Hosts): Okay.

 

Sean Glaze (Gues): that are focused specifically upon workplace stuff that don’t necessarily have to bring in, as you said, the entire life story. Although I do think that it’s helpful to understand personality styles and tendencies and how that shapes what we assume and how we act and what we’re

 

Matt & Crista Vance (Hosts): What

 

Sean Glaze (Gues): strongest

 

Matt & Crista Vance (Hosts): would you

 

Sean Glaze (Gues): in terms of our behaviors especially in a hybrid or a remote situation. But uh but that idea of connection leading to collaboration is a huge part of it and and communication is also shaped by clarity right it’s not just connection
 

 
Matt & Crista Vance (Hosts): expect?

 

Sean Glaze (Gues): but how clear are you about expectations and leaving a meeting do you make sure that you know it’s a habit that you get in the routine of who’s going to do what by when and that somebody takes accountability for and owns that activity instead of it being vague and I think that you know a lot of failure is a result of that vague vagueness and if we are clear in communications uh then again that goes back to not making those assumptions and a lot of that is kind of wrapped into the activities and the debriefing that you would do.

 

Matt & Crista Vance (Hosts): Okay. Yeah. And I know we’re getting pretty close to the end of our time, but just I thought of one more here. So,

 

Sean Glaze (Gues): Yeah.

 

Matt & Crista Vance (Hosts): let’s say you get survey results back and you see that uh like a lot of comments of employees, managers, frontline employees feeling disconnected from the executive team. You know, that’s something that we see um in conversations where like what do you do to help the executives be more connected with everyone else and everyone else be more connected with the executives?
 
 
Sean Glaze (Gues): I think first again awareness shifts beliefs and and a lot of times those executives who are disconnected don’t feel it. They assume that they know the things that they’re not inquiring about. And a lot of times we don’t seek feedback because either we assume we know or because we don’t want to hear what we expect is probably going to be the truth that we don’t want to hear. And so as that executive receives that survey feedback that I, you know, collect for them, that’s an unbelievably powerful eye opening moment for them to be more intentional about you having those conversations and going to the front line and asking, “Hey, what do I not know that I should? Hey, what are you seeing that I’m not seeing? You know, what’s something I should be more familiar with? What’s an opportunity we’re not taking advantage of?” Again, all leadership is based upon the questions that you’re asking yourself and then the people around you. And if you ask better questions, that’s normally going to be a result of getting better information that informs those questions so you’re more aware.
 
 
Sean Glaze (Gues): And again, you know, awareness is what leaders want to be better. There’s only three ways they’re going to become more aware. It’s through personal reflection. It’s through requesting feedback from the people that you have. And it’s from hiring a really good coach who’s going to ask you the questions that you wouldn’t ask yourself. And so if you want to be a more effective leader, it’s reflection and feedback and coaching that are going to make that possible.

 

Matt & Crista Vance (Hosts): I love that reflection, feedback, and coaching. Yeah, it’s huge. And I think going back to the name of this podcast, the culture profit, you know, everything that’s going to come from the executives, the owners of the company, they’re looking at their bottom line. They want their employees and team members to be more efficient, better communicators so that everything is producing more and in turn that actually does make employees and team members happier because they are contributing and they’re feeling productive and they’re, you know, working well, collaborating well with other people that creates employee happiness.

 

Sean Glaze (Gues): Yeah,

 

Matt & Crista Vance (Hosts): So

 

Sean Glaze (Gues): absolutely.

 

Matt & Crista Vance (Hosts): yeah.

 

Sean Glaze (Gues): Study after study showing that that investment in what is again still called soft skills has an unbelievable impact upon that bottom line that every organization is going to focus on.

 

Matt & Crista Vance (Hosts): Thank you so much, Sean. And for everybody listening, feel free to check out the links in our highlight article. We will link to each of Sean Glaz’s books as well as Sticky Cultures. Yes, Sticky Cultures. Check it out and his LinkedIn. Um, so feel free to follow him and connect and tune in to us next time. Thanks, Sean.