All right. Hello and welcome to today's webinar. Our speaker today is Shawna Jones from Keiko Isom. Before I turn it over to Shawna, I'd like to let those of you who are live with us know that you may submit questions during the webinar via the Q&A tab at the bottom of the screen. This webinar will also be recorded so that you may watch or rewatch on demand at your convenience. With that, I will turn it over to Shawna. Thank you, Liz. Hi. Hello, everyone. I'm so pleased that you're here today to talk a little bit about how culture eats strategy for breakfast. And a fun title that I'll explain a little bit further here in a moment, but really is a focus on the importance of culture in every organization and how we're seeing it right now and what we can do as organizations to bolster our culture efforts. So a little bit about me just so you know who's talking to you today. My name, as was mentioned, is Shawna Jones. I am an HR success strategist with Keiko Isom. Keiko Isom is a tax advisory and consulting firm, and we are national across the United States and even have some international interests in places as far-flung as Australia. I am located in California, coming to you live from the beautiful Santa Cruz Mountains, and our headquarters are located in the Midwest. We have a focus on the food and ag industries, and from that, from the long and storied history of Keiko Isom in the accounting space and supporting our customers, advisory has grown out of that as a natural way for us to continue to support our clients. So the HR advisory, the HR consulting arm of Keiko Isom was created to do just that. So as a human resources consultant with over 20 years in the space, I have experience, as you can see on the screen now, in all of those different sectors and industries and really focus there at the top of the slide on things like leadership and employee engagement. I help out with HR operations and project management specialties. Change management and process improvement is a real passion for me. I am a Lean Six Sigma practitioner, so I feel like my point of view in the HR space is fairly unique in that I have a very balanced view of how people and process work together optimally, or when they do work together optimally, how that can really take an organization to the next level. So with that in mind, let's really dig into this idea of culture. Again, just such a hot spot and a hot topic right now with where we are as organizations. The learning objectives for our time together today are to cover practical tips around building and maintaining a cohesive culture, an understanding of sort of what people are doing wrong here, what are the most common mistakes that leaders are making that they may not even be aware of that can kill culture, and then the two critical factors to creating a strong and positive culture. That's what I hope is our takeaway for today. And for those of you who joined us live, I do encourage you to use the chat if necessary, or if you would like to ask any questions about anything that's presented today, I'm happy to answer. And feel free to do it at any time. I'll stop occasionally and ask if anybody has any questions, but feel free to just jump in. So Culture Eats Strategy for Breakfast, a very famous quote by the legendary management consultant and writer Peter Drucker. If you're unfamiliar with his work, I certainly do encourage you to check it out. Along with consulting, he's written a few great books and one of them is called The Culture Code. So when he said Culture Eats Strategy for Breakfast, just to be clear, he didn't mean that strategy isn't important. Of course, it's incredibly powerful and necessary for every organization to be successful. It's more that culture is incredibly powerful. And it's a far more sure route to organizational success by focusing on culture for your organization. So one of the key goals in organizational development for the last 10 to 15 years has been finding a way to create cultures that are flexible, that they're innovative, and where individuals take responsibility for what they're doing and what their results are. So we're moving and have been for a while moving away from these sort of bureaucratic silos where formulas and formulaic approaches were dominating. It's much more now about who are these people who are showing up on our doorstep every day to do the work as whole and complete people and how are they contributing in a way that has the most value for the organization and for them as people. So Daniel Coyle, oh, I'm sorry, I said Peter Drucker wrote Culture Code. I apologize for that. Peter Drucker, he said the quote and Daniel Coyle is the writer of The Culture Code. My apologies, I got ahead of myself. So in this book that's being used by a lot of different organizations to improve culture and helping those employees to feel very safe and connected at work, starts a little bit with vulnerability. And I know that's a really kind of touchy-feely word to be hearing in the world of organizations and in companies, but we're going to talk a little bit more about what it means to be vulnerable in the world of work in a moment here. So Daniel Coyle says, what is culture? And he says, it's not something you are, it's something that you do. And that's a pretty strong statement. In that book, The Culture Code, Coyle examines some of the most successful organizations. He looks at Pixar, the very famous animation studio. He looks at the San Antonio Spurs. He interviews some members of SEAL Team 6 in the Navy, all to reveal what makes them tick. Why are they so good at what they do? How are they such effective teams? And what is their culture? And where it comes from was boiled down, in his estimation, to these three major tenets. So how do you build and sustain your organization and strengthen that culture? Well, again, it's not something you are, it's something you do. So great leaders are using action to engage others in the organization and help them become leaders, whether they're formal leaders or informal leaders as well. So cohesion, cooperation, and groups functioning with a single mind is the way to get there. So we talked a moment ago about, or I mentioned, vulnerability. And many people think that culture starts with trust. And it's true, trust is a really big deal and a really big part of things working effectively in an organization. But in order to trust, you actually have to take that step of vulnerability first. So vulnerability doesn't come after trust, it actually precedes it. You leap into the unknown, and when you do it with others, it causes a very solid ground of trust to sort of materialize, almost by magic, beneath our feet. That was a lot of the learning that came from the studying that Daniel did of those groups I've mentioned before. So let's take a little closer look here at cohesion, cooperation, and groups functioning with a single mind. Cohesion. Cohesion and cultures happen when employees feel like they belong, right? They feel like they're valued, and they are committed to the goals, not only of the organization, but to their own personal goals and how those are aligned, potentially, with the goals of the organization. And groups have to have these three elements. They have to belong, they have to feel valued, they have to be committed in order to make cohesion happen. When organizations are succeeding at cohesion, the overall success is just a natural byproduct, right? You know, often I work through strategic planning with organizations, and we will go through an exercise where we establish what the pillars of your organization are. And if you imagine it sort of in your mind's eye, I see pillars as sort of like, you know, the tall columns that hold up the house, right? And each pillar would represent what are those fundamental results-oriented areas that you need to focus on as an organization. And, you know, obviously finance is a pillar, right? We need financial success. We need people success. You know, we need product success or operational success. And these become sort of these, again, pillars that are holding up the house of your organization. And what we find almost every time we go through these strategic planning sessions is there's a very quick assumption that the financial pillar is really the only place where we're looking for those results, right? So, you know, if the finances are doing well, then clearly we're okay here. So we may be suffering on the people pillar for one reason or another, or maybe we've got a product issue or an operational issue. But as long as those finance results look the way we want them to, and well-meaning and well-intentioned leaders can continue on thinking all is right with the world. But what ultimately, you know, the highest performing organizations do discover is that it's actually by addressing all of those pillars and putting energy into the results in each of those areas that the finances sort of kind of work. themselves out, right? I mean, they just, the financial, the good financial results come as a natural byproduct of focusing on all of the balanced areas of your organization, all of the focus areas. So everybody benefits. Engagement of your employees leads to retention. You have that quality team that sticks with you. Your retention rates go up, your turnover goes down. And that, of course, is a very core strength of any workplace, right? That tenure of your best and highest performers. So some components of cohesion. There are three of those that can help you to get to these results here that are on the screen. What is the modeling behavior that's consistent with a learning organization? Now, learning organization is sort of defined as one that is always looking for opportunity to improve and seeing good as sort of the enemy of great, right? So that, yes, you may be humming along and you may be getting some results that are positive, but are they your end goal? So how are we learning more at every level as leaders and as other employees to get to better? So some behaviors that are included in modeling behavior of a learning organization are things like being adaptable. And who in the world on this call or anywhere else has not been feeling the need to be adaptable over the last couple of years? Adaptability, flexibility, have been key. And it's also a key requirement of our employee bases. We've had to be flexible with time, time off. We've had to be flexible with where people are working from, how long people are working. We've even had to change overarching goals of an organization to be able to meet the needs of our workforce and to meet the needs of our customers in this last couple of years. Another major behavior of modeling behavior is experimentation. So trying new things. Some of the examples I just gave would lead you to this idea of experimentation. You know, fail fast and fail forward, but don't not try. The double negative, don't not try. Give new things a try. Experiment with the way that you view your outcomes. There may be deliverables and action steps and results that you have been just fine with in the past or that have been sort of chugging on under their own steam for a while that have been severely disrupted. So how are we trying new things and experimenting in new ways to find new results? And even looking at the results themselves, are these even the results we want to be focusing on? And other behaviors consistent with learning organization is diversifying. And we can talk about diversity from a lot of different angles, throwing it back to what I said before about those pillars, right? So how are we diversifying financially? How are we looking at diversity in our people? How are we looking at diversity in our product line? And are there other operational strategies that we can employ that would diversify as well? So diversity is a huge function in a learning organization. So these behaviors that I've just mentioned are only a few of what it takes to be a learning organization, but they create a safe space to do that experimenting, to make those mistakes, learn from that failure and move forward. And they encourage that exploration of what we're afraid of. Change is hard. Again, I don't think I'm saying anything new to anybody. We all know, whether it's been over the last year and a half or so that we've been experiencing these sort of externally imposed change or just the changes that we go through all the time as people. We have opportunity to learn from that, and from that to become more cohesive as a team. So another major component of cohesion is cultivating a transformational leadership mindset. This is really just sort of getting your head around what's possible. If your leadership simply focuses on the goals that are centered primarily around your concrete product, you're more likely leaning toward a transactional mindset, right? So just sort of this for that step-to-step transactional. This means your company's processes are only in place to solve for today, and you're not looking at tomorrow. It's short-term thinking, as opposed to considering how the health of our organization in the long-term may be affected by what's happening now or what's happening in the future, what we're planning for the future. So transformational leadership focuses on aligning values and making changes with that future in mind. It's just impossible to create an atmosphere of trust and value and belonging without that transformational mindset in place, essential for a cohesive effect on increasing your performance. And finally is an aspiring vision. Just like inspiring someone by focusing on an outcome is transactional. The form of leadership that is aspiring vision sets into motion a path of hope, and people are thinking about the future. It's transformational. So this can be a difficult concept to grasp in the beginning because your organization can be a little, it can be sort of reactive, right? So you might be reactive to what your customers need or what your internal employees need. Your staff might be friendly and helpful because it's sort of impacting the present. But how do you support the behavior for the future? How do you keep them engaged in that way with a mind toward the future? Performance evaluations might be an easy answer, but sometimes they become really myopic. There's sort of this idea that they're geared to sort of report and measure somebody's ability to hit a target. And you can end up missing the opportunity to help your staff in the future because there's not a lot of thought that's been given to identifying the needs for the future. If you have heard the term a coaching culture, that's sort of the remedy here. This idea that rather than having these sort of once a year performance evaluation check-ins where we give people one, two, three, four, fives to express the organization's satisfaction with the results they've achieved, we're having regular, steady, personal conversations with people to find out what's in your way. What obstacles can I as a leader remove for you or that you're encountering and I can hear about and help you through, which is always a two-way street, right? If perhaps an obstacle is uncovered in these coaching conversations that you can immediately address for that person, you're helping them with their forward motion, but you're also getting this great information that you can then use organizationally and spread out across the team and the entire organization. So, an aspiring vision. The last component of that good culture we've been talking about is functioning with a single mind. So, being single-minded is a way to stay on track and on task. Actually, Willie Sutton is an infamous bank robber, and he stated, success in any endeavor requires single-minded attention to detail and total concentration. And yes, this was a bank robber that was interviewed for that book I had mentioned before, The Culture Code. With a leader, you have to be totally focused on where you want to go. You have to do everything in your power to get there. You have to stay focused on the goal. You can't allow people to veer you off into secondary activities that drain your energy, which all feels really hard right now. Everything's going on in every single direction, but we've got to remain focused on the goal. We can't let our energy get drained. We can't waste that valuable time that produces no tangible result. So, a good leader is ensuring that extraneous activities aren't getting their people sidetracked and off-tasked. The key to being single-minded is you just have to stay relentlessly focused on your goals and objectives until you know exactly what it is that you want to accomplish. An additional benefit is that you gain a deeper understanding of how to accomplish your end state as well. So, let's talk a little bit about trust. I mentioned before this idea that many of us have that really culture is built on trust, and it's entirely true. And underneath that trust is that vulnerability that we mentioned before. Being a great leader requires a great deal of trust. You have to have trust in yourself. And you have to have trust in your team and trust in all of the employees in your organization that they're showing up ready and prepared and supported to do their best work. But how do we get to trust? I often ask folks in these types of encounters, especially when we are having a live experience, you know, what is the definition of trust and sort of throw it out to the group. And I get a lot of really sort of big-eyed looks in return. The common answer I get is, well, I don't know if I can define trust, but I can sure tell you when it's not there. And I agree with that. Absolutely. But we've done our best, along with our consulting friends from the OASIS group down in Australia, to sort of break this down into some areas that might make it a little more attainable. So the model of trust, it breaks down into sort of four elements of trust. And along the top of trust of this model, you'll see the components of operational trust here in just a moment as I reveal them. These are the practical reasons why we trust somebody. It comes down to things like their competence and their reliability. And then in the bottom of the trust model, you'll see relational or personal reasons why we would trust somebody, how they connect with you, what their intentions are, things like that. So let's look through this model here and take a closer look. So up on the upper left quadrant of this trust model is the idea of competence. I trust you because I am benefiting from your capabilities. So things like, you know, I trust that you're going to get that job done because I know you have the skills to do it, right? That's a form of operational trust. Another form of operational trust is reliability. This comes down to the benefit you're receiving from the certainty of their actions. So not only do I know over on the competence side that you know how to do it, I can rely on you to do it. That's building trust operationally. On the lower quadrant, we've got that relational trust. And over here, it's the personal side. I trust in your sincerity. I connect with you because I believe that your intentions are good. You have assumed good intent and you have shown up ready to get the job done. I believe in your sincerity, that you believe as I believe. Another form of that personal trust is involvement. I connect with you because I believe that you are attuned to my concerns. We're connected in this way of involvement. And some of this comes down to, you know, that book I'd mentioned before when they talked about talking to the SEAL Team 6, right? This is kind of the we've been in the foxhole together idea, right? We've been involved, we've been through this, we've done that. And we have had these common experiences, which has led me to trusting that the outcomes will be what I think they will be. So I will briefly pause and see if there are any questions that want to be thrown into the chat. This is a model that typically starts a lot of conversation. So I wonder if anyone has any questions about that. I'll give you just about 10 seconds to put something into the chat if you do. All right, seeing none, I will move forward with the next slide. So we've talked about that trust and how trust gets built. And now we are to these practical tips for building that cohesive culture. And the first, of course, is safety. Safety is the number one priority. I'm sure all of you are familiar with the old pyramid that I think we learned about in high school and maybe again in college, Maslow's hierarchy of needs. We've actually at Keiko also developed off of that same model of the organizational theory of needs or organizational hierarchy of needs. And it always starts with safety, right? Down at the bottom, whether it's your physical safety or your security, that is where trust begins and to develop this cohesive culture. Your work environment has to feel safe. You have to be able to feel safe to act as you naturally would in the world. And to be able to speak your mind and share your thoughts. How close we are to our coworkers and the behavior that we exhibit when we're around each other. When you look into their eyes, do you feel like you are safe and that you can you can share a part of yourself and take risks with ideation? That is a very important component of establishing that safety. And what a good way to make others feel safety is to confirm that you understand what they're telling you. It's as simple as that. So in two-way communication or even in group communication, it's very important to make sure that you understand what they're telling you. It's always two-way, right? It's not just the person who's talking. It's the person that's being talked to giving you any cues and clues that they are involved and engaged in this conversation. Things like saying, uh-huh. And yeah, I got it. Things like that are nodding their head. The body language is a big indicator here. That's just a simple way, a very simple basic way to make sure that others are feeling safe and in conversation and in connection with you. Another is vulnerability. Sharing maybe what might be considered your own shortcomings to show people it's okay to make mistakes. When we share our flaws with other people, there's something really amazing that happens. It's a vulnerability loop. And in a vulnerability loop, other people are detecting that we're signaling vulnerability, and they will then signal vulnerability back. Parties can become closer this way. They trust each other more. And as I said before, vulnerability doesn't just increase trust. It's also a way to show acceptance. If you can admit that you're not perfect, you can admit that you're not perfect. If you can admit that you're not perfect, that no one's perfect, people are going to feel a lot better about sharing their own imperfections. And even after making a mistake, they're able to own up to that and feel safe in knowing that those who are involved in the same mistake or who might be negatively affected are still on their side as people and willing to kind of roll up their sleeves and potentially even help others. So that vulnerability step is key. Finally is purpose. Put simply, purpose is just a set of reasons for doing what you do, right? We talk about mission statements and things like that. And to me, whenever I mentioned, as I mentioned before, I'll do strategic planning with companies. And I'm in a meeting with senior leaders, and I use the words mission statement and purpose. I can pretty much predict and depend on some people's eyes rolling or maybe, you know, sort of a, you know, a gasp of a mission statement. Yeah, we're really going to do a mission statement exercise. They view the mission statement as something that goes on the wall or that looks great on the website. And a mission statement is just the manifestation, the outward manifestation of your indicated purpose. Your purpose and establishing a purpose not only for your organization, but for your divisions, your teams, and your employees is absolutely necessary to establish that common goal. Because then what comes next is the tactics and the activities to create the path to get to that goal. So in the case of a group, your purpose is to sum up all of your beliefs and values among your team as they relate to achieving your common goal. And since the goals in the future, and your group lives in the now, your purpose has to be a bridge between those two. So if you can't do that, you can't do that. And since the goals in the future, and your group lives in the now, your purpose has to be a bridge between those two. So if you can come up with a simple narrative as to how your purpose kind of helps you get from today to tomorrow and how you reach your goal, then you can really activate the people around you. A useful tool to accomplish this is maybe a short catchy slogan, right? Have some fun with it. Think about sort of a team of advertisers in a conference room that are coming up with wild and crazy ideas and slogans to sell their product to people. Start with words that talk about who you are even now, right? Are we a fun group? Do we enjoy each other's company? Do we have a sense of place? You know, is it something where we can say, we really like our office, and what is it about our office, like the physical space of our office, that makes us unique and different? How are we different than our competitors? These are all ways to sort of have these fun experiences to dig down to this identity that then leads to your purpose. So wrapping up that slide with safety and vulnerability and purpose, just sort of all in one place, it's practically impossible to stop you and your team from getting wherever you need to go next. This is the tool to establishing that cohesive culture. Having said all that, there are some common culture mistakes, right? There are some things that we just kind of get wrong. And there they are listed for you, gossip, territorial attitudes, laziness, selfishness, and negativity. Let me dig into that just a little bit. Gossip, don't have to talk about that too much. Oh, that's funny. I don't have to talk about gossip. Gossip is, you know, it's rampant and something we've all either witnessed or been a part of. And it's subtle and it's sinister. It's, of course, as everyone knows, defined as the act of talking about others behind their back. And that doesn't just mean people. It can be groups. It can even be folks that aren't necessarily included in our organization, but they're somehow connected, like, you know, family members or things like that. A hint that it's not healthy is probably that it's always done in secret, right? This is not something we do out and in front of others. It's never at the water cooler, typically. It's done, you know, maybe after hours for that drink after work or something. It's negative information. It damages the reputations of other people and goes on and on from there. But what I really want to establish about the idea of gossip is, you know, when we think of the word gossip, I think of, you know, people gossiping over the back fence at home or something. And really, there's another form of gossip that I think is far more difficult and maybe subtle in the workplace. And I call it the meeting after the meeting. Many of you maybe have either, again, been involved in this yourself or seen others or heard others do it. And it's where you're in a meeting and maybe some idea has been spoken about or there's a new way forward or the leader has presented a new product or project. And everybody in the room is either quiet or they secretly disagree about it, but still nod their head in approval. Then they leave the meeting and they go and have that quote unquote meeting after the meeting where how they really feel is divulged. Another term for this is background conversations. This idea that you in that meeting had legitimate reasons for stating an opinion that might have been adverse to the ones being stated, but you chose not to. You chose to keep it in the back of your mind. And then perhaps the next step is to go to your coworkers afterward and have a nice conversation about all the reasons why that was a terrible idea. This is something that should be addressed in an organization. You can maybe even use some of the terms I use there, you know, how we're going to not have meetings after the meetings or we're going to work hard to develop trust by bringing our background conversations to the foreground. So that we all get the benefit of dissenting opinions, right? The idea of a team of rivals, let's hear all of the ideas. There may be something that was missed in the development of this new project that we need to hear from you about so that we can avoid making a critical mistake. So there is a way to frame gossip and background conversations and meetings after the meetings as something that can be harnessed, that negative energy that can be harnessed and repurposed for good. Heritorial attitudes. So this happens when a team member sort of gets consumed in their own work and department and maybe is failing to see the big picture. This can become a turf war, right? This often happens with folks who have a significant amount of tenure, you know, sort of the, I've been doing it this way for a while, so why would I change? Soon team members can feel sort of coerced to act accordingly and they assume that they have to guard their turf. And so when this occurs, the culture gets fragmented and by load and we start having disagreements about things that aren't even at the core of the issue or the project or the purpose. And there's certainly nothing wrong with healthy competition. I don't want to be indicating that, but that's what's at stake here. The territorial attitudes, they only divide and they can multiply as a team continues to sort of fracture against other teams or even within the team. Laziness, not my favorite term, but being lazy is kind of a part of human nature. You know, all those times when you should have done the to-do list and maybe chose not to. We do it most often when we're asked to do something that we're just not interested in, either at home or at work. And so we'll approach it half-heartedly. We may not understand the priority or maybe we do and we don't care, but we end up displaying our lack of passion and commitment really by disengaging. And it can be completely contagious. Others will resent the lack of work ethic in their colleagues. They'll say, you know, why am I being held to the standard when, you know, Bob on the team, sorry, anybody who's named Bob, but Bob on the team is not pulling his weight. So my work is going to slip as well. That can also manifest in those areas of gossip, as I mentioned before. There might start being some tattling to the supervisor on someone who's being lazy. It's really just that when people don't feel like everyone's pulling their weight, the negative attitudes will always follow. Selfishness, the arch enemy of a healthy culture. When a team member is selfish, several reactionary emotions cascade in their other team members. This fosters judgment, negative reactions, other people become lazy, which is, you know, safety. And it's all results when they see their coworkers might be getting something that they're not getting. Selfishness, not seeing the team view. Negativity, some people just naturally are going to see the dark side of life. Maybe we know some people like this in work and in the workplace. Maybe we know some people like this in work and in the world. There's always a yeah, but. There's always a, we tried that and it didn't work 15 years ago. So why should we do it again? The glass is half empty. Negativity is absolutely a culture killer. It undermines everybody else's effort. And then suddenly the negativity can become quite viral. Fear is contagious, but so is courage. You as a leader can become the one who pulls people out of those negative spaces. A formerly tight knit culture can loosen as people are becoming divided and believe that the worst, they believe the worst about their present situation and their future rather than the best. So some tactics and ideas around bringing people around from negativity really does go to having some you know, important conversations, maybe some coaching conversations to ask individuals why they feel the need to start from that negative mindset. It's just a good starting point. We want to make sure that people understand that we're all trying to get someplace together. We're all rowing the boat in the same direction as it were. The critical factors to creating a strong and positive culture. As we've mentioned before, our two that we've already looked at today is vulnerability and trust. If you are unfamiliar with the author, Brene Brown, she has written extensively on vulnerability and shame and says that vulnerability is basically uncertainty, it's risk and it's emotional exposure. And when you don't lean into that, when you don't lean into what's uncomfortable about that, it's always going to limit the fullness of those important experiences that are uncertain. You know, love is uncertain. Belonging is uncertain. Trust, joy, creativity, you know, those things aren't always a given. And when you shut down vulnerability, you just shut down the opportunity for all of those things. In high performing organization without vulnerability, belonging, as was mentioned before, can be missed. And people who don't feel like they belong are just not interested or encouraged to be a part of your high performing organization. Brene Brown also says, trust is choosing to make something important to you vulnerable to the actions of someone else. I'm going to say that again, trust is choosing to make something important to you vulnerable to the actions of someone else. The more that we can show our workforce and our leaders that we are working toward a common goal, that we are open to and available to ideas, mistakes, and opportunity across the organization, the better we're all equipped, not just in our work lives, but in our full lives, that we feel good about crossing the threshold every day and giving our best and contributing to a culture that feels positive, that feels supportive, and feels enduring. My friends, that is what I have to say about that. I really do hope that through all of what's been going on over the last couple of years and all of the flexibility that's been required from organizations, especially people who are, quote unquote, people people or HR, HR support people, that you're all feeling like maybe we're turning the corner and that our ability to support our workforces has increased and that we are getting the resources that we need. I certainly have been a part of a lot of different organizations, efforts, and strategies to move the ball down the field and to help workforces to snap back and, again, be supported. It's been a hard couple of years and also a very, I want to say, sort of uplifting process, too, to see people really digging into supporting their people in the best way possible. Again, my name is Shawna Jones. I'm with Keiko Isom. My contact information is right there on the screen. If you'd like to talk about any of this or more, I'm available to do so, and I look forward to an opportunity to help you and creating that culture that can sometimes eat strategy for breakfast. Thank you again for your time. Transcribed by https://otter.ai

culture in organizations

organizational success

cohesive culture

building trust

safety

vulnerability

purpose