Shine

Every leader has a story. Get ready to hear from leading CEO’s, bestselling authors, entrepreneurs, and game changers, as we discover the why, the ups and downs of running a business, and also how to keep your heart in the game. The Shine Podcast is hosted by Carley Hauck. Carley is the founder of Leading from Wholeness, an entrepreneur, executive coach, leadership developer, dynamic speaker, and instructor at Stanford University & UC Berkeley Haas School of Business. She is the author of Shine-Ignite your inner game to lead consciously at work and the world, publisher Sounds True. Carley is passionate about supporting the new emergence of leaders and business with the tools and competencies to support thriving workplaces, agile and high trust teams, value driven missions, and using business as a platform for positive change in the world. Informed by more than a decade consulting to Fortune 100 companies and high growth start ups she creates a compelling case for leadership to embrace the opportunity grow their inner game and lead consciously at work and the world. The inner game is the core of your leadership— the internal qualities, beliefs, and values that determine how you show up and navigate life and the workplace. The inner game is your internal operating system— a set of skills that steadies you, strengthens your mind, body, and heart, supports the easy flow of your emotions, and keeps you open, curious, and resilient. These inner game qualities determine how you show up on the outside as a leader so that we can lead from authenticity, wholeness, create belonging and soulful organizations. To learn more, visit http://carleyhauck.com

74. When Eating is Activism: Finding Common Ground with Josh & Rebecca Tickell 11/21/2023

73. Trauma Informed Leadership: Dancing in the Dark with Amy Elizabeth Fox and Carley Hauck 11/10/2023

72. Feminine Qualities in Leadership: The Power of Collaboration with Carley Hauck & Coco Brown 11/01/2023

72. Feminine Qualities in Leadership: The Power of Collaboration with Carley Hauck & Coco Brown Description: How do we adapt, collaborate and stay resilient in a fast paced and constantly changing environment? The answer, we cultivate and embrace the feminine qualities of leadership and empower multiple leaders to guide. In this interview with Coco Brown, CEO of Athena Alliance we talk about the importance of cultivating leadership qualities that are often associated with feminine energy and relate to increased collaboration, empathy, communication, and nurturing. You will learn how to prioritize and create a foundation of these important leadership qualities from the top down so that everyone feels empowered to lead together. Lastly, you will hear why having more women at the helm will support a more sustainable and equitable workplace and world. Episode Links: SHINE Links: Thank you for listening. Want to build a high trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Carley Links: Well Being Resources: Social: IMPERFECT SHOWNOTES: Carley Hauck 0:11 Hi, my name is Carley Hauck and I am host of the shine podcast. This podcast has been flickering strong since May 2019. I began the podcast due to all the research I was conducting. In interviews with organizational leaders, lead scientists, academic researchers and spiritual teachers for my new book shine, ignite your inner game to lead consciously at work in the world. I wrote my book to inspire a new paradigm of conscious leadership and business that was in service of higher purpose to help humans flourish, and regenerate our planet. The podcast focuses on the science and application of conscious inclusive leadership, the recipe for high performing teams and awareness practices that you can cultivate to be the kind of leader our world needs now. I will be facilitating two to three episodes a month. And before I tell you about the theme of our season, please go over to Apple podcasts, hit the subscribe button on shine or go to your favorite podcast platform carrier. That way you don't miss one episode. Thank you. This season is going to be focused on what leadership skills are most needed to create a healthy organizational culture. Leadership and manager effectiveness has been deemed the number one priority for HR in 2023. And every person listening whether you have a formal leadership title or not, you are a leader. We all have the responsibility to lead around something that we care about whether it's at home, with our family, in our communities, and or in the workplace. And on to the podcast. Hi, Shine podcast listeners, I am delighted to be with my friend Coco brown. This is going to be an incredible conversation. Hi, Coco. Hi. So great to have you here. Thanks for being with me. Coco Brown 2:33 I'm excited to be here. Thanks for having me here. Carley Hauck 2:36 You're so welcome. Well, I know a lot about you. But for our listeners, tell me a little bit about what you're feeling excited about. And perhaps even just sharing some of the roles that you wear from, you know, daughter to mother to CEO any identity identities that you want to share? Coco Brown 3:00 No, okay. Yeah, I, let's see my identity start with mother. I think within that identity, my biggest complaint from my kids about me is that I inhabit a seven year old mind maybe at the wrong times. I I'm playful and fun. And I like to I like to be young. And I'm trying to I think I'm trying to hold my kids back in that in that younger age. They're now in there. They're 22 and, and almost 19 So you know, my kids are growing older than me, I guess is what I'm saying. So, but they're my obsession, and I'm old by life and I'm a neighbor and Family is very important to me. Communities important to me. My my parents are are 3000 miles away from me. So as a woman in her early 50s I our mid 50s, mid mid early 50s. Now I worry about aging parents and I worry about kids launching into this crazy world. So those are that's I guess me personally, I I'm a potter. Not a great one, but a decent one. So I make pottery I am obsessed with pickleball although I've only played it a few times, and I play the beach volleyball as often as I can. And then on the work side of me. I am a fourth time entrepreneur. I have in one of those cases the very first one when I was in my early 20s. I created a product I couldn't take anywhere other than to sell it to another company. So and in the process. I talked to one on one venture capital firm, which is never advised you're supposed to talk to a lot of them and then As I became as Satya Nadella says a re founder, I became the second owner or sorry, the third owner of a company that needed to be pulled the Phoenix pulled from the ashes as it crashed in the.com bust and became really a shell of its former self. And I became the turnaround leader of that company and then ran it for about 10 years and grew it to a size where it could be sold. It was eventually sold to IBM. And my third entrepreneurial endeavor was really around, building a consulting practice and working with CEOs to build advisory boards for them and lead their annual and quarterly strategy planning sessions and help them build their teams cohesiveness. That was a lot of fun for a little while. And then I started Athena Alliance, and that is my, my passion. My kids are my obsession and my Athena's the passion project. I am growing Athena, which is an ecosystem of community content and coaching for executive women. Carley Hauck 6:07 Mm hmm. Amazing. Well, I didn't know about the Potter or the pickleball fan. But yes, I did know about the four time entrepreneur and I'm just amazed at your energy, Coco. And so do you want to share a little bit more about why you launched Athena? And why that is so important right now? Coco Brown 6:35 Yeah, I, you know, Athena has many mothers in a lot of ways. Athena has started in 2005, which is almost 20 years ago. Because I was finding myself in more and more high stakes environments as the President CEO of of Taos, I was walking into rooms where people had chief titles, and they were our customers. And I would run into women. Our customer was the CIO. So on the tech side, and I'd run into women, and they'd say, I'm the only one, you know, I'm the only CIO in the valley and, and it started, I started a dinner group to get us together, because there were more than just one. And I happen to keep running into the others. And there were about eight of us at the time. And so and I know there were more than eight, but eight is what I started with, and, and that grew and grew and grew and 10 years into it 2015, I had 80 Some women and by sorry, by 2012, I had 80 Some women, and by 2015, it was 157 women. And in 2012, I stepped down from running Taos, and it had been 10 years. And I stayed on the board two years. But I had a lot that I was trying to figure out. And these women who had been my, my, I don't know, what would you call it, that there was just like this nice place to go every two months where we'd have dinner and cocktails together. And we didn't talk about you know, woe is me, it's hard to be a woman or you know, we talked about our data center strategies and business continuity planning and network, you know, redesigns and that sort of thing. But it was this nice, easy place to be having those work discussions and, and that group of women said to me, when I when I was leaving everything behind, after so many years of being in the tech world, they said Don't leave us behind. And the many mothers became, you know, really evident. In the early days back in 2005, I think it was sunny as a day who suggested that I even start the dinner in the first place. And then Thomas tam Oliver, who said, I used to have these back in, in the 90s. And these dinners I called the no name group and you know, so I got inspiration from others. And in 2012, when I was walking away from the tech world for what I didn't, you know, I didn't know how long I was walking away from it. Gina Ray Haig said, don't stop the dinners, I'll pay for the first one. And then Cindy Reese said, I'll pay for the second one. And, you know, we we just kept going and, and then I got this mandate, you know, almost a flurry of emails. And after a group of us met with Senator Mark Warner, who was out from Virginia doing a hearts and minds tour, and he, you know, he said, what's on your mind and somebody said boardroom and I got a flurry of email the next day emails the next day saying that's it, Coco. You heard what was being said in that room. You know, we've got to get women on boards and you've got the ecosystem go solve this problem. And so it sort of started with me solving a problem. And starting it as a nonprofit and getting you know, we've got over 450 women to boards and then figuring out a commercial company that became even bigger than that. Carley Hauck 9:49 Amazing. Well, I love hearing that story. And I know that we're gonna we're gonna go more in depth in into why it's important to have women on boards and and women in leadership, but I want to move into how you're leading yourself. And also did just speak more into conscious leadership because I know we're both really passionate about that topic. So as I've gotten to know you, you seem to be juggling so many things. And what I always notice every time we talk is that you feel at least from the outside, calm, grounded, you may not feel like that on the inside, but you present that way. And I think there's this this quality of I don't, I don't know how you do it. But it's like, I never hear you frazzled. Even if you haven't eaten anything all day, which sometimes I've talked to you like, Yeah, I haven't eaten anything all day. I was just thinking Unknown Speaker 10:48 that I actually haven't eaten today, and I'm really hungry. Carley Hauck 10:51 Oh, no, oh, no. Okay, well, but I want you to eat. worry, don't worry. But I guess what I'm wondering is, I know that there are certain things that you're doing and being that are actually really supporting you to thrive in the midst of all the things that you're juggling. And so what are some of those things that really support you? And what is it look like on a daily practice? Coco Brown 11:23 I mean, one of the things I think about all the time, and I kind of think my kids for this, when my kids were born, I immediately started thinking about when they would leave the house, you know, like, I'm gonna lose them, you know, and this is like, 22 years ago, and I just was always so aware of, of the moment like feeling like I was going to, you're going to look back on these this time, Koko, you're going to, you know, and just always wanting to make sure that I didn't miss a moment and, and that, I'm really glad that that was my, that that happened to me, because it puts you in a frame of mind whenever possible, sometimes it's not possible to be your best self. But whenever possible, it puts you in a frame of mind to say, how can you make the most of this rather than why is this crappy? And, you know, so you just like, well, she wants to play Barbies again, and then you go, okay, how can I make this fun for me, and you just sort of try to find the ways to make everything meaningful, and to find the meaning and the things that are happening and to make the most of it, and to not focus so much on the complaint, but rather focus on the opportunity. And, and I think I, I went through a phase where I was really not happy for a long time of not at my end home, I you know, loved that part of it. But we spend more time at work than we do at home and I I was not enjoying for a long time, my sense of purpose in work, and I didn't feel I had a sense of purpose. And in work the, the main objective of the company was to enrich the shareholders, of which there were three, myself and two others. And in IT tech, and it was before the days of, you know, purpose and culture and, and so you could have big personalities that were difficult to deal with. And that was more than accepted. It was praised in lots of ways and, and, you know, you didn't have to have any reason for, for what you were doing on the planet. And, and I like this new place that we are as, you know, we can choose as individuals, not everybody works at a place where they feel valued, or feel that there's purpose or meaning or impact, but I do and I choose to and the people that work around me choose to and I think most of us can choose to I think we often feel stuck, you know, when I'm in my day to day when I'm back to back of meetings, and I've got too much going on and I'm feeling exhausted and everything's blowing up and it's nothing's going right. And I can't get people to do what they're supposed to don't do, even though I've said it seven different ways and all the things that we deal with. Then, you know, I kind of I tried to remind myself that I choose to be here and that I can also only focus on what I can influence and what I can control. We control very, very little. We influence a lot more and so you know, how do you convey influence and so I you know, it's kind of a long winded I don't know how to fully answer this question. Well, other than to say, Carley Hauck 14:56 what I actually here is and this is this is One of the nine leadership competencies that I have really researched as part of what actually creates a conscious, inclusive leader. But one of that one of those competencies is having a growth mindset. And I heard you say it, you know, very explicitly, how can I choose to make this, you know, joyful? Or how can I choose to have fun here? Or what, you know, instead of how is this happening? Or why is this happening to me? How is this happening for me? And how do I want to respond? Coco Brown 15:34 Yeah, yeah, yes. And I think that's, that's extremely important in in every surgery, Carley Hauck 15:41 for sure. Wonderful. Well, thank you. Thank you for sharing that. And so that is a daily practice having that mantra, we could say, or that narrative that allows you to bring your best to every moment, even when it's a difficult moment. Unknown Speaker 15:58 Yeah, absolutely. Carley Hauck 16:01 Thank you. I wanted to talk to you about a conscious leader that you've had in your life. Who was that person? Why would you call them a conscious leader? Like how did they empower you or support you or inspire you? How many more? Coco Brown 16:22 You know, I in my own career, I don't, I feel like the the person I've witnessed as the most conscious leader is, is someone I didn't actually work for or work directly with. So no, maybe that's Carley Hauck 16:40 a little rose colored glasses. And that's fine. Coco Brown 16:44 Yeah, so So a woman I'm a big fan of named Yvonne Watson, our associates. So just a quick on her, she, you know, early career at Accenture, or then ended up in a very, very important strategy role at VMware, and then ended up the CIO of New Relic. And then she ended up the CEO of Airware, and then CEO of puppet and she was on my board for a short time when I was for a nonprofit, prior to Athena. So we did work together in that sense. She's one of the mothers of Athena, you know, a lot of early, early insights came from her, the thing I would say, that I admire about her that I see in lots of different I see her and in many different situations, we ended up speaking on stages near each other, or at the same events, or, you know, so she's on a number of prominent boards at this point, she is always measured, and there's a lot of people who are measured. Because they're calculating, you know, the, the measurement is around, like, the calculation for how they can get what they're looking for. And her measurement is much more about, it seems to me, you know, very practiced and very skilled. So it's something she's developed over a lifetime, but it feels to me like it's the kind of thing where she's being thoughtful. She's just always being thoughtful, you know, what are you saying, Why are you saying it? What can come from it? How can I make it work for everyone? You know, you almost see, it's like, you can't, she's like a hummingbird with the hummingbird wings there. It's moving so fast, you can't see it, or move. But the things that come out of her mouth, make it clear that she's being measured, that she's thoughtful, I get a lot of inspiration from her. Because when I watch her, and I listen to her, and the stories she tells or the way she plays things back to people, it's always it's always plus one, it's always additive. You know, it's always contributing, it's never taking away. Carley Hauck 18:56 I love that. So measured, thoughtful, contributing, not taking away. You also said that she's always thinking about, perhaps why she's saying it. Versus just talking to talk. You know, there's, there's a way that she's more deliberate and intentional. You give me an example of an unconscious leader, and what qualities did they showcase? How did that impact you or other people? Even if this is someone that you maybe didn't know, closely? Coco Brown 19:34 Well, I mean, I think I think I would be arrogant to say that it isn't myself. You know, I think we're all unconscious leaders at some point. You know, we're like, Ah, why did I say that? Or? I know I shouldn't say this, but I'm going to say it anyway. It's almost like it just comes out and you just refuse to stop yourself. And you know, and you know, you can do better and you should do better. And you know, you know, you, instead of sending that email, you should pick up that phone. And instead of, you know, sending the subtle reprimand, you should once again say the thing that will be better received. And, and so I think the unconsciousness is when we're, when we act out of exhaustion, and when we act out of our own fear, you know, or our sense of like, Ah, I don't have time for this, or, you know, those sorts of feelings that we we have Carley Hauck 20:37 were triggered, right? Yeah, I think what you're speaking to, to some extent, is we're being triggered. Yeah, acting from that place, it's reactive versus responsive. Coco Brown 20:47 And it's extremely hard to be constantly in a state of, and this is why I admire, you know, Yvonne, it's like, I feel like she's, and I know, she also has hers where she, you know, she's not her best self, I'm sure. Of course, and I see so much more of the best self all the time and the thoughtful self. And, and I think that's what we strive for is like just giving ourselves a breath, not saying the thing that we want to say, because we know that even if it has the right effect, in the moment, it has the right the wrong longer term effect, just stopping ourselves from, from the bad behaviors that are so instinctual that our own self protection or fastest way to a response we want, even though it's not the best way to the response that you want, things like that. Carley Hauck 21:42 Thank you for that. I wanted to speak to some of the unconscious qualities that we all have, I agree, like, and then there are some that are even more harmful than others. And so I was actually having an interview with a colleague and friend of mine who wrote this book managing up. And we were speaking a bit about some of the research that has come out from basically reporting to a unconscious leader. And there has been found to be five to six years of time to recover emotionally, psychologically, from that trauma. And when I think about what's been happening in the world, and what will continue to happen, I feel concerned that our... /episode/index/show/shineyourlight/id/28486748

71. Mastering the Balance: Self-Management, Leading Together, and Courageous Leadership with Mary Abbajay & Carley Hauck 10/12/2023

71. Mastering the Balance: Self-Management, Leading Together, and Courageous Leadership with Mary Abbajay & Carley Hauck Description: How do we heal and transform society through conscious leadership? Conscious leadership is a turning towards oneself and the questions of one's life. A conscious leader asks what lines will I not cross ethically? What really matters? What is mine to guard and protect? What is mine to heal and restore? How can I be in service in society? We can only become a conscious leader by developing the qualities on the inside that support conscious action on the outside. In this podcast interview with my friend Mary Abijaay, you will learn the root cause of unconscious leadership, how to manage yourself in the face of unconscious leaders, how to manage up in the midst of difficulty, and what to pay attention to in yourself and others to determine how to achieve success with your boss at work. Episode Links: SHINE Links: Thank you for listening. Want to build a high trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Carley Links: Well Being Resources: Social: IMPERFECT SHOW NOTES Carley Hauck 0:10 Hi, my name is Carley Hauck and I am host of the shine podcast. This podcast has been flickering strong since May 2019. I began the podcast due to all the research I was conducting in interviews with organizational leaders, lead scientists, academic researchers and spiritual teachers for my new book shine, ignite your inner game to lead consciously at work in the world. I wrote my book to inspire a new paradigm of conscious leadership and business that was in service of higher purpose to help humans flourish, and regenerate our planet. The podcast focuses on the science and application of conscious inclusive leadership, the recipe for high performing teams and awareness practices that you can cultivate to be the kind of leader our world needs now. I will be facilitating two to three episodes a month. And before I tell you about the theme of our season, please go over to Apple podcasts, hit the subscribe button on shine or go to your favorite podcast platform carrier. That way you don't miss one episode. Thank you. This season is going to be focused on what leadership skills are most needed to create a healthy organizational culture. Leadership and manager effectiveness has been deemed the number one priority for HR and 2023. And every person listening whether you have a formal leadership title or not, you are a leader. We all have the responsibility to lead around something that we care about whether it's at home with our family, and our communities and or in the workplace. And on to the podcast. Hello shine podcast listeners. Thank you so much for joining me in this wonderful conversation with my friend Mary Abby, Jay. And Mary. Just a quick intro for folks. I actually found you a couple years ago when I was listening to Sarah holds podcast advice to my younger me, but she just actually finished she finished the podcast I saw her like last post I think it was last week. But I found Sara because she wrote this fabulous book with the same name advice to my younger me and I frankly thought Why didn't I know this in my 30s? Why am I now just discovering this in my 40s Well, she hadn't read it. She hadn't written it yet. And as part of her research, she researched all these incredible women leaders and you were one of the very first interviews that she did and you just really resonated and So I kind of had been holding this idea to reach out and then I did and voila. And I'm so happy. You're connected. And thank you so much for your work. Mary Abbajay 5:10 Well, Carly, that's so sweet. Now I just kind of feel like I just said good night Detroit. Like Thank you tip your waitresses, because that was really, really lovely. Yeah, Sarah is lovely person. And I was so delighted when you reached out to me, so I'm really excited to be here. So thanks for having me. Carley Hauck 5:24 Well, thank you. Could you share a little bit with our listeners about the work that you're doing in the world? And and also anything else you want to share about you as a person? identities? All those pieces? All those hats? We were right. Mary Abbajay 5:41 Oh, my gosh. So well, you know, I'm an introvert. So this is like my worst nightmare to talk about myself. But for you for you, Carly, I will do it. Hello, Shine listeners. My name is Mariana J. I am an organizational development consultant, I have a little boutique firm, called Career stone group. And we like to say that we help people make workplaces that are productive and positive. And we help people to be productive and positive in their workplaces. I'm a Gemini, I live in Washington, DC, I am married with one little furbaby named Valentino, he's a little rescue shitzu, if you've ever heard of such a thing, and I'm the author of a book called Managing Up, how to move up when at work and succeed with any type of boss, and it's all about how you can really take control of your career and be successful. I love what I do. I am a workaholic. Mostly because I love my work. Because I get to do cool things like this all the time. And that really, really feeds my soul, I have this diluted sense that by helping people make their work lives better, I'm doing just a little bit to make the world a better place. So that's, that's kind of under passion about what I do. So that's, that's me. Carley Hauck 6:54 Thank you. I love hearing all those other parts about you. Some of those I knew, because you're pretty transparent in the book. Well, I have to say this book is phenomenal. Like I have a high bar for books, being an author myself. And I just think this is so needed. And so for those of you that have had a boss or have a boss, they'll get this book, there will be links in the show notes, show notes, but I highly recommended. And before I even got to the part, where you share in the book, Why you actually ended up kind of writing this book, I had this intuition, I bet she had a really bad boss. And for all of them. Oh, wow. Yeah. And so that's really where I wanted to go in our in our conversation today. So they're kind of a couple of threads, I wanted to speak about how we manage ourselves first self management, so that we can confidently and powerfully manage up with any kind of boss. And I also wanted to talk a little more deeply about some of the root causes of why people are acting unconsciously, we could call them you know, bad bosses, I often like to use unconscious leaders because sometimes these behaviors, and even the wounding that is causing these behaviors are unconscious. And so instead of healing, they're hurting, and they're harming people in the workplace. I also wanted to bring in a little bit of the research that I have done and the framework on what are the conscious leadership qualities that we can grow, so that we can actually be more conscious leaders, and people don't have to manage us so much. And then lastly, I'd love to ask you some questions about what you can actually be assessing, when you're first having interviews with this potential new hire or new boss, and also what you might be able to do in the first 90 days to 100 days. And then I thought it could be fun if we role played one of the vos personalities and how you might manage yourself and how you might manage them. So we have a meaty discussion here. Unknown Speaker 9:20 I love it. I can't wait. Carley Hauck 9:22 Thank you. Thank you. Well, for folks that have been listening to the shine podcast, you know that I started this podcast because it was part of the research that I was conducting on my book on conscious leadership. And part of the reason that I wrote that book was because I was seeing lots and lots of folks in different industries over 10 years that were possessing certain qualities of consciousness that then supported more high performing teams psychological safety trust, well being and they were the exception, unfortunately. not the rule. So as a way to discern, and really bring in this framework, I had to see a lot of unconscious leadership, personally and professionally. And so, Mary, this brings us back to the reason that you wrote this book. It sounds like you had multiple leaders that and bosses that were really hard to navigate and to manage up. Do you feel like sharing any story from any one of those? Mary Abbajay 10:33 Oh, yeah. I mean, I share a lot of them in the books me I had, you know, and I think throughout, first of all, all the bad bosses I had led me to decide that if they could be a bad boss, I could be my own bad boss. I didn't need someone else being an asshole. I could be an asshole to myself, like, I didn't need that. So I have so many bad bosses is one of the reasons why I went, I became an entrepreneur. I'm like, I can do this. Like, I don't need this above me. So all in all, it was a good thing. You know, I had a boss, I had a boss that was a horrible micromanager, just horrible, horrible, horrible. I had a boss who was a screaming, shouting bully. I had a boss that was just completely incompetent, inadequate. And of all these bosses, I did have one boss, who was amazing, who was the kind of boss that really partnered with you. He was the kind of boss that really encouraged you. And he was kind of boss that that you could really flourish with. So I have had one good boss, well, the PROSPER not very good, but only one was toxic. And so as we talk about, like difficult bosses or difficult people or unconscious leadership, I think there's a big difference between someone who is an okay person, but not a good boss, right? A good boss for you. But there are people so that maybe they're unconscious of the impact of their of their bossing behaviors. But I do hope we do talk a little bit about like those that are not good people. They're more than unconscious. They're, they're the toxic people, because I think that's a real problem in the world. Carley Hauck 12:06 It is, it is an actually, I wanted to go there a little bit with you right now. So thank you for sharing all of that. So this was one of the quotes that I found in your book, and I, you know, I bring research into everything that I am also talking about, because it it really grounds it in a certain reality, especially for those skeptics, but you shared that research shows that it takes up to 22 months to emotionally and psychologically recover from the trauma of a psycho crazy bully tyrannical screaming egomaniac boss. Yeah, that's a long time. Yeah. And so what would Mary Abbajay 12:47 you say? I'll tell you, Carly. So you know, that was the research that I found a couple of years ago, and I wrote the book. And since then, I have probably spoken to well over like 10s and 10s of 1000s of people. And in every crowd, there's going to be 20%, who have had a psycho crazy, tyrannical, toxic boss, right? And I always ask people, How long did it take you to recover? And I think the 22 months was conservative, because I am hearing people talk about the trauma 23456 years later. So I think that 22 months is actually if I was to rewrite the book today, I might say up to five years, because I have met way too many people that are still struggling and still recovering from that trauma years and years after. Carley Hauck 13:35 I just feel such sadness and heaviness in my heart. Because I know part of why you and I are both here is we want to create healing organizations know that let work be a place where we can thrive. Thank you for for sharing that. Yeah. Mary Abbajay 13:52 And I will say this to any of your listeners, because this is really like this just gets my goat that we still in the 21st century. With all we know about neuroscience with all we know about organizational effectiveness and engagement, that organizations still allow toxic leaders in their organization. It just like I was, you know, we just saw the thing about Jimmy Fallon, like every week and these are famous people. Think about all those organizations that don't have famous leaders that nobody cares that this is happening. So you know, I want people to realize that if you are working in a toxic situation, you have to get out. No one is coming to save you. HR isn't coming to save you. They may want to save you they don't usually have the power to save you because the toxic people usually sit at the very top and toxic workplaces will make you physically ill you have a 60% increased likelihood of cardiac diseases stroke, it decimates your immune system, making you susceptible to all sorts of diseases like flus cold ulcers, it decimated You know, your emotional field, your psychological field, your mental health. And we know that people stay in toxic situations two years longer than they stay in other non toxic situations, because there's a lot of toxicity that goes on and what we call high meaning careers. fields like law fields, like medicine, fields, like politics, fields, like government. So people will tend to stay longer in these fields, because they really love their job, or they're passionate about what they're doing and for whom nonprofits is also a big place for toxicity. And so people tend to stay much longer, I just have to tell you, if you if you are in a toxic situation, you have to get out 10s of 1000s of people, I've asked this other question, too, how long did it take you to recover? And did you leave too soon, not one person has ever said they'd love to soon. They didn't leave soon enough. Carley Hauck 15:58 Thank you for sharing that. And I do believe that some of these conscious leadership qualities that we're going to talk about will actually one really help us to know our value to know our worth, and be able to manage ourselves more quickly, so that we can manage up. But I agree with you. And also would love to just talk about the deeper aspect of why these folks are showing up in the way that they are. We all have trauma, you know, individually, collectively, intergenerationally. And there are folks that are not doing their inner work, have not done their inner work. And frankly, the workplace has not always and mostly has not invested in learning or leadership development. That is why Leadership Development Manager effectiveness is thankfully the number one priority for HR right now. Because that's the only way we're going to be able to create a future of work that actually works for people. And hallelujah, for the younger generations that are really speaking up, they're more socially engaged, they're saying no, and they are the bulk of the workforce. So we have to change, because otherwise no one's going to come to work. Mary Abbajay 17:22 We do have to change, you know, the challenge will be with this change is that will HR be empowered to actually make a difference? I fear that some of this will go by the wayside, like D Ay ay ay is going a little bit by the wayside. Because at the end of the day, a lot of private sector organizations and nonprofit organizations always put their bottom line value on how much money is this organization making. And so I think one that challenges for HR when the opportunities is for them to show the bottom line, cash money value of actually investing in good leadership and good management, and employee health and an employee engagement. And it might take a newer generation of the C suite executives to actually place that value, right to actually be open to looking at that value. Because at the end of the day, for a lot of corporations, Money talks, and employee health walks us. So I really do, I really am I'm very hopeful. And a little cautious around this, I just hope that we can get the C suite to see the actual money value of being a good leader. Because you know, you see all these toxic leaders are all these bad leaders. They're just all these unhappy, low employee, low engagement places, and they still don't do anything about it. So we've got a kind of a new breed of C suites, they actually appreciate this, I think, Carley Hauck 18:49 well, and that's where really investing in leadership development to invest in how to be a co leadership Mary Abbajay 18:55 development only works if the top tier leadership places a value on it. Right? So I'm the you and I are both trainers, right? So we go in and we teach all the great skills, how to be, you know, a great leader, a great manager. And if they aren't rewarded for that, that doesn't happen, right? So their top leaders don't actually invest in making sure and holding those managers accountable for being good people, managers, the managers don't have any incentive. You take an organization, I think it's Deloitte or Accenture, I was getting confused. They got very serious about making sure their managers were more people centric. And so the managers part of their performance review is are you having? I think they have to do like monthly check ins with their people, are you and they're actually grading the managers on the success of their people in terms of their people's happiness and their engagement levels. And that seems to be working. So I think if we're going to do the leadership development, that's the carrot but you also need the reward? Carley Hauck 20:01 Well, I I agree with you. And, you know, going back to what you were sharing, there is more retention, there is more internal mobility, you know, there is more employee well being and people do want to stay when there are strong conscious leaders of the home. Yes, but But going back to leadership development, I started off with my path as a therapist, so I worked a lot with traumatized populations. And so I feel trauma informed on you know, the signs to look for. But we need to be assessing like, who has trauma and who doesn't, and who is doing the inner work, so that that's not being repeated, and they're now traumatizing other people. So I, I don't know if the workplace is ready for that. But like, that's the other piece we have to solve. We have to actually equip trainers, coaches, HR on being informed about trauma, and then and then solutions for healing. Yeah, that's just that's another piece that I see. So we are talking a bit about, you know, leadership manager, effectiveness being the number one priority in HR. And I wanted to talk a little bit about this conscious leadership framework, because I think it complements really well, some of the pieces in your book, and your research. So I distilled that there were nine different leadership competencies, that all worked in tandem, and actually on a continuum. And every person has different ranges of use, but when they're all actually dialed in, at the same time, we end up leading from our best selves, we can empower and lead our teams, we can increase trust, psychological safety, inclusion, innovation, without burning our folks out or further traumatizing them. And so I always like to kind of put myself you know, in the ring and ask my, my guests as well, where they think they are falling on some of these dimensions. So there, there are nine, which is self awareness, self management, empathy, resilience, which is a growth mindset, humility, self belonging, which is really including the dimensions of self love, self compassion, self forgiveness, self acceptance, and then physical, and psychological well being. And so not to put you too much on the spot, Mary, but I feel curious, what are one or two areas that you feel like as a leader, you're really prioritizing you, you're leading from this place, so you can lead others in a more conscious way? Mary Abbajay 22:55 I think for me, I think there's four that I think... /episode/index/show/shineyourlight/id/28298282

70. How to Nurture the Human Renaissance with Enrique Rubio & Carley Hauck 10/04/2023

70. How to Nurture the Human Renaissance with Enrique Rubio & Carley Hauck In this podcast interview with my friend and colleague Enrique Rubio, founder of Hacking HR, we speak about the renaissance and rebirth of HR. I am renaming the time we are in as the Human Renaissance. In this interview we speak about how to build a people first culture where people and business are intertwined and how to optimize for both by investing in self care and well being. We talk about the important role of conscious leadership skills and which ones are needed to build the foundation of the awakened company and world. Lastly, we speak to the role of HR in addressing burnout and some possible solutions to implement for a thriving organizational culture. Episode Links: - "What are the most needed leadership skills to create a healthy organizational culture in 2024?" SHINE Links: Thank you for listening. Want to build a high trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Carley Links: Well Being Resources: Social: — IMPERFECT SHOW NOTES Carley Hauck 0:10 Hi, my name is Carley Hauck and I am host of the shine podcast. This podcast has been flickering strong since May 2019. I began the podcast due to all the research I was conducting. In interviews with organizational leaders, lead scientists, academic researchers and spiritual teachers for my new book shine, ignite your inner game to lead consciously at work in the world. I wrote my book to inspire a new paradigm of conscious leadership and business that was in service of a higher purpose to help humans flourish, and regenerate our planet. The podcast focuses on the science and application of conscious inclusive leadership, the recipe for high performing teams and awareness practices that you can cultivate to be the kind of leader our world needs now. I will be facilitating two to three episodes a month. And before I tell you about the theme of our season, please go over to Apple podcasts, hit the subscribe button on shine or go to your favorite podcast platform carrier. That way you don't miss one episode. Thank you. This season is going to be focused on what leadership skills are most needed to create a healthy organizational culture. Leadership and manager effectiveness has been deemed the number one priority for HR and 23. And every person listening whether you have a formal leadership title or not, you are a leader. We all have the responsibility to lead around something that we care about whether it's at home with our family, and our communities, and or in the workplace. I believe in you. And I am so delighted to share with you such an incredible group of people and interviews that I have gathered for this season. I handpick every single guest based on their embodiment of conscious, inclusive leadership and the positive impact they're making. I am delighted you're here. And onto the podcast. Hello, Shine listeners. I am so excited to introduce the first interview of season six. And are you gay Rubio? Enrique, thank you so much for being here. Enrique Rubio 2:57 Carley, thank you so much for inviting me and being your first guest on your new system. I am super excited about the conversation we are about to have Carley Hauck 3:09 need here. And I'm gonna give a little light to our friend Sue Olson, who likely will listen to this Sue, thank you so much for encouraging this connection. It has already been meaningful and fruitful. And I'm sure it will continue to bear gifts. Unknown Speaker 3:28 I agree with you. Hello, so. Carley Hauck 3:33 So Enrique, please tell me and our listeners, why you love HR. What is it about HR? And for folks that may not know what HR stands for? It means human resources, which is like, why did we give it that name? Humans are not resources? No, I'll let you go forward with that. Enrique Rubio 3:56 Yeah, well, it's a story of to me of believing that as a function as a business function. We have impact both on business people and society in general. And this is the way I think about it. Right. And I thought about this question when you sent it to me before in preparation for the conversation today. And think about it in these terms. For most organizations, for every HR person there is there are about 250 to maybe 500 or six 600 employees. So that means that if the relation was direct, every person who works in HR is impacting the lives of anywhere between 250 and 600. People imagine the kind of power that you hold to both either or to either positively or negatively impact the lives of these folks, right. So if you do great work in HR, and I am hoping that you do it will be the right conditions for people to feel that they can find an outlet for their talents, their creativity, their passion, their voice, their purpose at work, where they find joy and happiness, where they come to work excited about the change they are making in the world and not just making some stakeholders or shareholders richer than they were before. But if you are building that kind of organization, as an HR person, then you are making anywhere between 250 and 600 people happier than they would be otherwise. So the reason why I love HR is sort of twofold, right? One one current state and one future state current status. I think we care a lot about the work that we do. We care a lot about the people that we're working with our organizations, our leaders, and we're not perfect. So there may be listeners saying yes, but my experience with HR was not positive. And that's true. And that may be true. My experience with some salespeople wasn't positive, my experience with some customer, people were mostly positive, my experience with some, I don't know, residential management people wasn't positive, right. But that doesn't mean that the function as a whole and that everybody in that function, wouldn't want to create a positive kind of environment for you. So reason number one is that we do care. And we have such a powerful opportunity to create good impact and change the world from HR today. And the second reason is more aspirational, right? We are the only function that sits at the intersection of People Operations and Business Operations. When you look at all the other functions, most of them are purely business, even when they work it out from like marketing or sales or it or legal, whatever it is. They are mostly business operations, we are at the intersection of business and people operations. And I fully believe that the magic of building great workplaces making people's lives better of creating better societies, and a better world accordingly, as happens at that intersection. That's what that magic happens. And we are the only ones from a from a business standpoint, sitting in that intersection of business and people. So aspirationally I love HR, because we can make such a such an incredible impact and leave such an incredible legacy by working it out very well, while we sort of deliver what we need to deliver at this intersection of people and business operations. So I love HR because we we care for all people and organizations and business matter, and aspirationally because we can truly make an impact and change the world from our small area of influence and impact in the organizations where we work. So that's that's the way I see it. Carley Hauck 7:44 I love that. Thank you so much for your passion. Yeah, I wholeheartedly agree, the microcosm of work is where you have such an interesting mix of people that come together, work together, collaborate, that might never ever meet otherwise, from all over the world, especially in this remote, cross functional, hybrid kind of way that we're working and sometimes completely remote. And I believe that if we can use business as the lever to create healing, and this is the microcosm, we get to kind of really create, you know, different conditions that can translate to the greater world. And so you you said impact, but what you need is a positive impact, how can business really be best for the world, that's what I heard in your tone and in your voice. And I think it is the responsibility and the opportunity of business. And you're right, HR is kind of the belly, the heart that allows business to move in that direction. So we spent, Enrique Rubio 8:52 we spent we spend anywhere between a third and 40% of our lifetimes at work doing something that has to do with work, whether it is for ourselves or in a company with other people or alone, that's a significant amount of time considering that probably the one of the other thirds is sleeping, right. So so when you think about spending a third of your life at work, the impact that whatever happens at work has on you is extraordinary, is exceptional. So when you know you can you can go into directions, work can break you, or what work can lift you up, but we should understand that that 30% of our lifetimes is spent at work will definitely and does make a difference on people whether whether on the positive or on the negative side. So we have to choose from not only from an HR standpoint, but as a US business. We have to choose to one these folks that we are employing right now to have a better life not just with what we're paying them, but in general beyond just the financial transaction of us. paying them for the work that they're given give back, Carley Hauck 10:02 because it impacts how they're showing up at home is what you're saying society and society for sure. And, you know, I know you're familiar with this research, but the two people that have the biggest influence on your mental and emotional well being is your boss at work, and your partner at home. Yeah, those are the two that you have the most interaction with throughout the day. And so I know that we're gonna get into leadership and manager effectiveness, because it is the number one priority for HR and 23. But I see it being the number one priority for many years to come, because we haven't cracked that code. But before we go into that, tell me about hacking HR, this incredible community that you have developed. Tell me how that got started? And what's the current phase of it? And where do you Where are you holding the vision for it? Enrique Rubio 11:00 Yeah, well, thank you for that question. And yes, I am the founder of a global learning community for HR people called Hacking HR. And what we do is we bring together 1000s of people around the world to be part of our learning programs to build community to connect with each other. And we do it the two pillars, the two foundations of what we do, our number one community, bringing people together and helping them make connections with each other, building meaningful relationships. And you can tell, you know, the person who connected us is somebody that he connected with from somebody else. So now we are for, you know, in this, in this world connected and enjoying are enjoying each other. And this wouldn't have been possible without hacking autonomy, maybe it could have been possible, but maybe it would have been more difficult. So it's community and it's learning and the learning, the way we do learning is by bringing practitioners of the business and the people of space to come together and share their insights, their ideas, their experiences, their whatever their stories, with all of us in the community, we are, we're very heavy on bringing practitioners to the to our learning events or learning experiences. Because well, you know, there's a lot of writing material about everything. But then you go on write and read something. And you always are left with a question. Yes, but how? Right? Well, you know, how do I do this, and we bring practitioners to share more of the how maybe their own how, but a how that can resonate with an extended community. So we've done hundreds of events for 1000s of people on LinkedIn, which is our main, sort of like social media outlet, we are one of the largest HR communities in the world. And the number one in engagement rates, that of all the HR communities that exist, we are the number one engagement rates, not by good luck, because we've been so for the past couple of years. So I think we're doing something right. And that is the way to listen, thank you, we share good content. And also, we have we have our voice, you know, we, you know, we're very respectful, and we're very kind, but we have our voice. You know, we you know, one example of this, right? I mean, I am I am I an absolute advocate of autonomy and flexibility at work, that doesn't mean that I believe that everybody should be working from home or everybody should be working from an office, I do believe that if we, if you are employing adults, we'll treat them like adults. And we share this voice unapologetically. Meaning, you know, some people don't like that we are promoting this idea of a, you know, I mean, if you don't like it, there are other communities that will probably say what you want to hear. We are more on the side of like, you know, let's expand possibilities. You know, let's think outside of the box, right, let's, let's think beyond evidence right in front of us. So that's what we're doing. Yeah, Carley Hauck 13:54 I was also gonna say it's also a very diverse community. I mean, I heard you say, there are people all over the world, but even just the panels that you have, I know you have an upcoming summit in October that we're going to talk about. The panels are very diverse, the people that are showing up and I also really love that part about the community too. Enrique Rubio 14:14 Yeah. Well, thank you. Yeah, we I have made a point of honor of our work to make sure that we're building that we're bringing diverse voices to to our conversations. And diversity looks in many different ways. By the way, not only it's not only gender sexual identity is not only skin color, your credo if you believe in anything is your nationality is your background is I mean, there are people who have participated in our events, that they have a very controversial point of view about say, you know, remote work, for example, they're like, No, I think everybody has to come to the office, and they express with respect and everybody else respects them. They spread as expressed their their points of view, and we all end up either agreeing or disagreeing. In by understanding something that we may not have known be known before. So the diversity, the way we embrace inclusivity and diversity as, let's make sure that we bring as many diverse voices to the table that they are heard with respect and kindness. And that simultaneously, they hear us and see and respect other voices as well. And I care less about us agreeing on what we're talking about, than about respect, and kindness and compassion toward each other. Unfortunately, there has never been an instance in our community, Never, not even once, in the six years that I've been doing this, that anybody has said, um, you know, jumping out of this, you know, some whatever, because I don't feel respected. You know, it'd be more along the lines of like, a, you know, I don't agree with you for this. And, and I promote that, you know, I promote that safe space for people to say, I don't agree with that, for this, and this and that, and that's totally fine. So yeah, we have Carley Hauck 15:59 to disagree, right, you need to be respecting Enrique Rubio 16:01 each other unkind. I mean, talk about the state of our world. I mean, it's so messed up. I mean, it's so messed up. Because weak is like, we can hear any, anything that we're saying, if we, the moment you say something that I don't agree with, immediately, I am blocked, I am there with you, I'm looking at you, you're saying I see your mouth moving, but I am not listening anymore. Because you said something that I disagree with. And I wonder why, you know, I mean, we're never going to solve problems that way, let alone get together to, you know, have a positive impact on each other. So anyway, diversity for all as, you know, in every sense of the word beyond, you know, what can be considered traditionally, diversity, like, you know, the, the color of your skin, where you come from, and, you know, your gender and whatnot, it is also, you know, the kinds of things that you are sharing with us in the community. Carley Hauck 16:52 So I'm, I mean, I know, we have a bunch of questions, and I'm gonna keep us on time. But I have to pivot here, because I feel I feel really intrigued about how you've created this. So psychological safety is something that I've been studying and I is one of the very first things that I do when I am assessing a team or a company. And I believe that it is the foundation that really needs to be prioritized first, but it's not easy to do. So I feel curious, how have you been able to cultivate this and have six years of this safe space? Because that's, that's pretty magical. We can say that that's happening on Twitter or Facebook. So yeah, tell me more. Enrique Rubio 17:40 I think it was like about three years ago, we set something on LinkedIn. And some people said, This is no right for you to say, and I can remember what it was. I don't even think it was something that we said, I think we shared something by a person that we didn't know that well, as somebody was like that person. You know, it's not talking, you know, really well about women in the workplace, you know, sounds a little bit misogynistic. And this is what I did, I left the thing posted. And I said, we disagree with this. And I'm gonna leave it posted, because I want everybody to get their own impression, but I don't agree with this. And I apologize, because we made a mistake, by giving this person a voice. I'm not going to take it down right now. Because there's already a conversation going on about this, which is, which is that healthy conversation to have, by the way, when you when you miss, will you mess up? But to me, the point is that it's happened to us in six years, it's only happened to us maybe like two or three times that I've made a mistake like that. And what I do say on it, you know, I just say I'm sorry, you know, I messed up. And, and I am sorry, I'm learning. You know, there was something like like, let me give you another example, right? You talked about diversity in our panels. It was it was not always that way, about four years ago, the only kind of diversity that I was very cared about. And it's not that I just care about that. But the only the only kind of diversity that I care about when it came to the panels that I was putting together was gender diversity. So I always wanted to make sure that there were at least an equal number of female speakers than male speakers. But then everything looked white, everything looked the same. And people were like, there's nobody, you know, with a different skin color in there. And Rick, you are a Latino man. And there are no Latino, Latin X people in those panels that are no women of color. There are no people with at least a disability that they can publicly say that they have the disability. And I will say dang it. I never thought about that. And you what he said was, you are totally right about this. I thought I was doing the right thing. But obviously I'm falling short of the very things that I'm talking about. I am sorry, I messed up once again, let's move on and this will learn and now we're moving on. So I'm gonna you know is this happened like two or three times in our in our Carley Hauck 19:58 terminal past Just for a moment, because I just want to acknowledge your humility. And we're going to organize, you know, go into... /episode/index/show/shineyourlight/id/28198922

69. What are the most needed leadership skills to create a healthy organizational culture in 2024 with Carley Hauck & Coco Brown 09/19/2023

69. What are the most needed leadership skills to create a healthy organizational culture in 2024 with Carley Hauck & Coco Brown This Shine podcast interview kicks off Season 6. The number 1 priority for HR in 2023 and 2024 is leadership and manager effectiveness. The current and future talent are assessing companies differently than before. People and especially high performers are looking at a company’s commitment to diverse leadership, how the senior leadership is walking their talk, psychological safety, professional development, and continued growth opportunities within the company. A company's continued relevance, success, and expansion will be based on the consciousness of the leaders it grows and retains. In this podcast, learn how you can prioritize and design a learning and leadership strategy for long game success. We talk about the successful learning and leadership program results I have directed and why I am your next great leadership hire. Experience a powerful awareness practice you can use to foster greater well being, inclusion and belonging in yourself, your relationships and at work. This inspiring episode will support you to advocate for learning and leadership development as a must have, rebuild the manager pipeline, and skill up the next generation of leaders to create a purposeful and healthy organization that is thriving. Episode Links: - Becoming a Conscious Leader: The Skills You Need to Create a healthy organization in 2024. SHINE Links: Thank you for listening. Want to build a high trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Carley Links: Well Being Resources: Social: IMPERFECT SHOW NOTES Hi, my name is Carley Hauck and I am host of the shine podcast. This podcast has been flickering strong since May 2019. I began the podcast due to all the research I was conducting. In interviews with organizational leaders, lead scientists, academic researchers and spiritual teachers for my new book shine, ignite your inner game to lead consciously at work in the world. I wrote my book to inspire a new paradigm of conscious leadership and business that was in service of higher purpose to help humans flourish, and regenerate our planet. The podcast focuses on the science and application of conscious inclusive leadership, the recipe for high performing teams and awareness practices that you can cultivate to be the kind of leader our world needs now. I will be facilitating two to three episodes a month. And before I tell you about the theme of our season, please go over to Apple podcasts, hit the subscribe button on shine or go to your favorite podcast platform carrier. That way you don't miss one episode. Thank you. This season is going to be focused on what leadership skills are most needed to create a healthy organizational culture. Leadership and manager effectiveness has been deemed the number one priority for HR in 23. And every person listening, whether you have a formal leadership title, or not, you are a leader. We all have the responsibility to lead around something that we care about whether it's at home with our family, and our communities, and or in the workplace. I believe in you. And I am so delighted to share with you such an incredible group of people and interviews that I have gathered for this season. I handpick every single guest based on their embodiment of conscious, inclusive leadership and the positive impact they're making. I am delighted you are here. And onto the podcast. Currently, I'm really excited to be interviewing you today. I think it's fabulous for the podcaster to be the podcast it and and I know I suggested the idea that I that I interview you for your beautiful podcast, largely because I believe in you and I'm excited about you and your future and, and so much of what you do and what you're talking about is resonates tremendously with what we do at Athena and what I'm all about. So I'm just by way of introduction, I'm the I'm the founder and CEO of Athena Alliance, which is an amazing community of over 1200 senior women leaders who are building a portfolio of impact, who are lifelong learners who are invested in learning agility, who are building the next paradigm for what it means to be a leader. So so many of the things that we're doing resonate with what you do. Thank you. And I'm delighted to be a member of Athena, and so touched by your sponsorship and your own leadership. Well, let's get started. So Carley, maybe you can tell us a little bit about who you are. Thank you. So I wear many different roles and identities like many people, but I'll start with I'm a daughter, proud, auntie, a sister, climate leader, a book mama. And I'm also a founder of a leadership and development consultancy. And I started this business which is more important for the conversation we'll have today. So I'll speak a little bit more about it, leading from wholeness. I began in 2010. And I have worked not only as the founder, but then the director of learning leadership and organizational development. And this consultancy empowers people with the skills to create flourishing and human centered organizations that are aligned with a deeper purpose about caring for people and planet. Not I just profit. And in the last decades and starting this business, I have had the great privilege to exclusively partner with internal senior stakeholders. Top companies like LinkedIn, Capital One Asana, think to the west. I've been an adjunct instructor at Stanford for over nine years. I've also served adventhealth, Pixar, Clif Bar Genentech, and so many other incredible leaders and companies, on the cutting edge of everything, I mean, these are truly transformative companies too. And here you are in the middle of transformation. Currently, you have worked with so many incredible companies over the 12 years that you've been building up your practice and your confidence and what you bring to this world of learning and development and evolution of senior leadership. Why? Why take that and move it into one company? Now? What? Why not keep experiencing all of these different companies? Thank you so much for the question. One of the things that I've been really noticing about my, my journey, as a, as a founder and CEO of my consultancy is I have really thrived when I've been able to exclusively partner with one senior leadership team and one company. And for example, I worked in an exclusive partnership with Bank of the West for three and a half years. And the impact that I was able to make across the 9000 person company from the leaders to, you know, individual contributors was incredible. I mean, I know that I impacted 3500 people that I got to meet, you know, and had some real experience and learning and leadership with them. And that's where I felt the best. And I have been really excited for this opportunity to create even more impact, because there are certain roadblocks that you have when you're external. And I knew after that experience that I wanted to be internal. And the other pieces that I have noticed about my personality that I'm much more of a chief people person, you know, supporting the senior leadership team, the greater strategy, the business objectives, but also really making sure that the culture is thriving. And that's being part of the team versus kind of being outside of the team and influencing the team. And I think that my experience and learning and team and leadership development could translate into a director or above role. I also think once I'm inside, I would likely want to explore moving into a chief people officer or chief learning officer role. I also feel that my skill sets could translate into being a chief of staff working alongside either the CEO, the chief people officer, or the chief learning officer helping with strategy, supporting the executive leadership team, executive summits, you know, putting my coaching hat on to help with collaboration. So that's, that's the reason and that's what I'm really excited about in this next professional step. I love that. What do you love about your work? Well, I, I love learning. And I'm always learning in this role. I've worn every single, you know, hat I can imagine around learning and leadership development. But the other thing that I've learned about myself is that I'm I'm really here for transformation. And so I love being able to inspire and ignite the potential in people, teams and culture that really supports the greatest and highest good. And so just to give a quick example, I am working in the hat of a team coach right now for a really wonderful senior leadership team. And they are in the forming so the beginning stages of a team. And like most teams, even though they've they've been working as a team for the last several months. They just jumped right into the deliverables, the business objectives, but they didn't really create the foundation for team effectiveness for you know, what are agreements for communication, how are we going to navigate conflict Are we even creating a Are we even creating a space where we feel safe to speak up to challenge one another. And so, trust was really low, and accountability was really low. And their collective well being was really low, because they're not being very effective with their time. And they haven't set up these really core foundations. But at the end of our very first session, the trust was there, you know, they were creating agreements for psychological safety, and they were starting to get really clear on how they could team best with one another. And so just within 90 minutes, I was able to see them shine, I was able to see the transformation and that is what just makes me feel alive. And and I know that I'm doing the right work. I resonate with that so much. I have been in that leadership team. I have led that team, you know, so I, I get exactly what you're talking about. And it is, all the early days a bit lost in translation, not understanding how one part one person interprets versus another, and even probably more challenging and difficult when it's when we're less likely to be in person to have any unstructured time together. Mm hmm. Yeah, the navigation of distributed remote teams is is a whole other challenge that leaders, I don't think have really been trained in how to navigate. Okay, use that word twice. But there it is. Yeah, what? It's a good one, what can you bring to a leadership role? And what problems can you solve? My expertise lies in the strategy, human centered design, the direction and facilitation of employee engagement, you know, delivering dei initiatives, team and leadership development programs that really are aligned with the business objectives, but also in supporting a healthy organizational culture. And I have several years of experience designing, building, delivering scaled programs, including in person experiences, virtual learning, incorporating the diagnostics, and the metrics so that we know what outcomes are actually happening as a result of these programs. It also includes executive coaching, group coaching, community building, and then also, you know, partnering with internal stakeholders, and potentially even outside vendors to really support the overall learning and leadership development. I've also directed and managed a team of learning professionals, which might include facilitators, you know, more junior coaches, project managers, instructional designers, I love facilitation, I have over 10,000 hours of facilitating, it's just been one of the gifts I was given when I, you know, got here on this planet, and I love facilitating different courses and team development sessions, and also supporting other facilitators to really step into their strengths as facilitators. And I have also really enjoyed developing and leading efforts to help the company Hone, what kind of culture do we want to build here? And what are the values of the company that we can actually bring into leadership capabilities, so that the people that are leading are actually exemplifying those values and that culture and what they say and what they do, that's really important to me. I also feel like what I can bring to a role is to, you know, be able to share some of the metrics that we're seeing, you know, analyzing participant feedback, program evaluations, looking at the data to identify gaps and make recommendations for program enhancements. I have been a lead consultant for three different NIH funded clinical trials. And so I'm a bit of a leadership nerd, but all So a data nerd. And I just think it's always important to be looking at the baseline of where you are, and then measuring over time, qualitatively and quantitatively, what impact these programs these initiatives are actually having. And not just, you know, saying, Oh, we just we just gave a psychological safety keynote. But how is that actually impacting people? How is that creating a sustainable part of the culture where, where people actually feel like they're equipped to have conversations that have a foundation of psychological safety, I think the other thing that I bring is I am a connector, I love people. And so it's been actually really easy for me to connect with C suite leaders, senior stakeholders, I'm always invited in by those people to help solve people problems. And I think influencing those leaders to do what's best for people in the company is something that comes naturally to me, and I've had a lot of success that that was a bit of a mouthful, but I've been doing this work for a long time. But that's what I feel confident I can bring. Yeah, and clearly engendering a lot of trust, in part because it's illustrated in how you're talking to me now. You're just such a very thoughtful person in all of these things that you've endeavored to do. And you take it extremely seriously. Tell me about it. Tell me about the most successful or I don't know one of the most successful l&d programs that that you've run that you're really excited and proud about. Wonderful. Well, this was a program that I delivered last year, and it's one of the many, but this one had just some incredible impact. And I was invited to develop a conscious leadership program based off my book, which has a wonderful framework on how to be a conscious, inclusive leader. And my sponsor at Capital One for this program, had met me during my book launch in 2001, and really loved my book. And then we developed this great relationship. And so this particular program was a pilot. I'm a big fan of piloting, we want to pilot to make sure that we see success. And then from there, we can refine, and reiterate and scale. But this was brought to 40 directors and senior directors amidst a really big reorg. So this, in many ways, was the first time that these directors and senior directors were working together. And they were across three different business functions. So tech, product and design, the task of this particular development program was to one kick off the program in a way that senior stakeholders were invested to really make sure that I was coordinating with the, you know, internal Chief of Staff's the program managers, and the communications team so that there was an efficient delivery of the information and also the right leaders were being picked for this program. There was also, you know, different metrics and team assessments and individual assessments. So all of those things needed to go out at the beginning, and to really, again, align with those internal folks to make sure that this program was really seamless. And then the program itself actually was delivered to cohorts of 13 to 14, I find that intimacy in groups is really what creates more impact and lasting change. So you know, less is more. And this these cohorts of leaders were high potentials. And they, they were sponsored for the program, but they were also being given the opportunity, you know, to opt out if, it didn't work for them at that time. I think it's really important that people feel like they can say no, even if their company is investing in their learning and leadership. And so essentially what the program look like it was over six months, it included bi weekly group facilitation, coaching, asynchronous learning, with videos, audios, pure exercises, and then there were 12 different modules that included knowledge, practice feedback, or flexion. And this is all to support integration and habit formation. And the results of the program were really astounding, I was taking, you know, again, baseline, and then we had a mid assessment. And then we had the assessment at the very end to see what the impact was. All participants increased four out of nine important leadership competencies, which is incredible, because they were only asked to invest in one to two. And each person kind of knew their ranking on where they were high and where they were low in these nine leadership competencies that I've done a lot of research around to know that these are the skills that actually support leaders to be conscious, inclusive leaders and therefore create high performing teams trust, psychological safety, all these wonderful things that we all need and want. At the end of the program, there was a 47% increase in psychological safety, there was a 25% increase in effective decision making, there was a 74% increase in empathy, which is huge, because that's something that most of us need more support in, there was a 59% increase in self awareness and resilience, there was a 20 to 30% increase in employee engagement. And then at the end of the program, we were able to see 20 to 30% increase in career mobility. So that is a program I feel really proud of. That's amazing. Tell us if so I think I missed the part. But tell us what are the skills and competencies you mentioned? There are nine, what are the skills and competencies leaders need to succeed at the intersection of people culture and strategy? Well, the the nine that I've researched, and I wrote about in my book shine, are really focusing on what we are cultivating on the inside, because what we're cultivating on the inside shows up on the outside. In other words, the inner game rules, the outer games. And not only what I found in this program, but what I feel is really relevant for what leaders need now is I'll just kind of quickly go into the nine but then I'll bring in some of the research and what I what I think companies could really benefit from investing in right now. And so self awareness is key self management, empathy, resilience, which is having that growth mindset. I'm a big believer in well, being psychological and physical well being are two of those nine conscious leadership capabilities, humility, self belonging, and some folks might not know what that means. But self belonging was four different aspects of belonging to the self, which is self forgiveness, self love, self acceptance, self compassion, because if we're not able to give those to ourselves, and we can't give it to others, and then we tend to be more reactive, impatient, you know, aggressive leaders versus conscious and inclusive. And then lastly, mindfulness, which really allows us to pay attention to the present moment. And that supports us in having effective decisions and looking at the consequences of our actions, not for the short term, but the long game. And so those those are the nine. Let's see incredible. What are the skills and competencies that you feel leaders need now to succeed at the intersection of people culture and strategy? This is such a great question. One of my favorite things to speak about. So before I answer in full, I'm just gonna share a little bit of research... /episode/index/show/shineyourlight/id/28086335

68. Ask for More- How to Negotiate Fairly with Simina Simion and Carley Hauck 07/05/2023

68. Ask for More- How to Negotiate Fairly with Simina Simion and Carley Hauck Description: This SHINE podcast interview is with my friend, colleague, and Chief People Officer Simina Simion. In this interview, Simina and I speak about a few very important themes. First we speak about how we can increase our conscious “inner game” skills to be skillful in asking for what we desire and negotiate anything. We talk about how we can embody skills of empathy and humility to be compassionate leaders during hiring and layoffs. I use a powerful coaching framework to guide Simina in how to ask for more in a future negotiation. Lastly, we share important topics of what you can negotiate for in the initial interview and offer stages of a professional role. This inspiring episode will empower you to own your worth, identify and ask for the tangible and intangible needs you deserve. Episode Links: by Alexandra Carter SHINE Links: Thank you for listening. Want to build a high trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Carley Links: Well Being Resources: Social: Imperfect Shownotes Hi, welcome to the shine podcast. My name is Carley Hauck. I'm your host, this is the fifth season of the shine podcast. I started the shine podcast as a way of doing research for my book on conscious leadership in business. And you will find interviews with scientists, researchers and business leaders on the intersection of conscious inclusive leadership, the recipe for high performing teams and awareness practices. My book debuted in 2021 Shine ignite your inner game of conscious leadership and was voted one of the best books to read in 2022. By mindful magazine, I facilitate two episodes a month of the shine podcast. And before I tell you about the topic for today, please go over to Apple podcasts or your favorite podcast carrier and hit the subscribe button so you don't miss any future episodes. The focus of this season is on the essentials for wellbeing. And that encompasses the intersection of our personal well being the collective well being of our workplace, and how that fosters and nurtures the planet's well being they are all connected. I focus on well being this season, because I really want to crack the code and inspire folks to prioritize their individual well being and therefore that will transcend into the collective and the planet's well being. And I have developed a inner game leadership assessment that I gave out to 100 different leaders last year. And the leadership assessment is based on the framework of the inner game, which is what we're cultivating on the inside to be conscious leaders. And it shows up on the outside when we cultivated the certain qualities. And two of the nine leadership competencies that were lowest from the sample of 100 leaders were psychological and physical well being. Therefore, that is why we are focusing on well being and if you're curious about where your strengths and gaps are, around the qualities to become a conscious leader, you can take the assessment and find out your score for free. I recently opened to the assessment tool to the public and the link will be in the show notes. Now on to our episode. I am so excited to have this conversation about how to ask for more. And really wonderful practical tips for negotiation. Samina. Thank you so much for being here. Arlie thank you so much for having me. I'm excited to chat with you today. Well introduce yourself to all of these wonderful listeners. So my name is Amina I, I am a mom, I'm a wife. I am a people leader in the tech world. And I'm also an immigrant. And I came to this country about 13 years ago with big dreams and a passion to add value. And here I am today hopefully being hopeful that I've learned a lot and I grew a lot as a person and as a leader. Thank you and what country did you emigrate from? I was born in Romania. Mm hmm. Lovely. Well, we connected because of the people tech Partners Group that I have been kind of Yeah, just immersed in the last year so many incredible people leaders in that group. And then I also found out that you were good friends with an pal who is another shining light leader in my life. So I'm again just really happy that we've been able to foster this new connection and relationship and I am going to just tee up the podcast a bit so folks know what we're going to be talking about. So Samina and I are going to speak about some of her inner game conscious leadership qualities that have supported her to be the incredible chief people officer that she is. And we're going to talk a little bit more about what has been challenging for her as a CPO, especially given the current economy and the future of work climate. And then we're going to run through a negotiation conversation, that will be me being the coach. It's one of the wonderful hats that I wear. And then really working through a framework that is going to be something that you can apply to yourself, or to support somebody else as they're trying to figure out their negotiation terms for a new role. Or frankly, it could even be how do you negotiate buying a new house or car or a conversation with your partner? I mean, it's all clickable. And then we're going to talk about what kinds of things can we negotiate for with roles at the beginning and even you know, when the offer has been given? And specifically, what should female executives be asking for Samina is also going to share some tips. And then at the very end, I will record this coaching framework that Sumeet and I are going to roleplay together so it's packed, it's going to be so great. And let's go ahead and start. So the intersection of this podcast really talks about conscious leadership, high performing teams awareness practices, Samina, I know you're a bit familiar with the framework of conscious leadership that I've developed, there's nine different qualities. And you have read my book. So what leadership quality do you feel is your strongest and which one is an opportunity for growth? Great question. And I feel that resilience is one of my strongest qualities. And probably the second after that is empathy. And the third is humility. But I'll talk about resilience a little bit more. Yeah, it started from, you know, early age, when I realized that I needed to be courageous in order to grow. And I took a few steps, including the one to relocate into a completely new country and start from scratch my career, my community, and realized very early on, that is not always a smooth sailing. And you're going to experience turbulences, and I'm a big fan of Brene, brown, and I like to, to share this point of view with folks that I'm coaching and folks that I work with, you're not going to experience growth, if you're afraid of embracing the suck. And in order to experience that growth, it's it's worth knowing when it's too early, to move away from a situation. I'm a big believer, especially as a female executive, that there are different rules around when executives are departing, departing a company and a role. Ideally, you're never running away, when it's hard. Ideally, you, you stick to it, and you try to solve the problems that you're seeing in front of you and continue to add your value in terms. In times of turbulence, I think that's one of my main qualities. And the thing that helped me experience the most growth in my career, you're probably seen by looking at my profile that I like staying for a long period of time, especially in tech that rarely, a lot of people are staying for five, six years, I've experienced that at least once and experienced a couple of three years Steens in you, especially at a startup, you see a lot of changes. And those are great opportunities to learn and understand how a business is evolving and how you are evolving as a leader. So that I would say that that's probably my my, my main superpower. And the second one that I care deeply about as a people leader and as a leader, as an as a leader in general is empathy is really trying to understand how others are feeling and what is their perspective, to be able to craft programs, Paulus's interventions that make sense, and they don't feel disconnected from the reality. The third one that I think it's a non negotiable, it's humility. It's it's humbleness, and humility. Knowing that you can do it all you it really takes a village to build something exceptional. And you need to have the strength and self awareness to realize that you cannot be good at everything. And it's okay and highly recommended to hire and build teams around you with people who have the qualities that you don't or they're passionate about the things that you might be passionate but you might not have the superpowers to do them really, really well. And that's what I've no Based on how I conduct myself and how I how I like to continue my path as a leader, thank you. To summarize, even though you did it so well yourself, out of the nine different ones, you have listed resilience, which the way you're describing it. And the way that I actually talked about in the book is a growth mindset. You know, how is this challenge for me? How is it a gift, what am I going to learn from it, and then empathy and humility and humility to your point is really about asking for support, you know, acknowledging your vulnerability that you don't know everything, and then asking people to come in and join you and, and help delegate those things that you don't know, so that you empower other people to step in and create this incredible culture. Thank you. What about one that is an opportunity for growth, right now, I've thought about this for quite some time, and an opportunity for growth is carving out time, for my well being, there is a tendency to constantly prove the world that you can do more faster, better, smarter, but what I've learned on my own by experiencing, you know, sometimes challenging times is that if you don't recharge your batteries, you're not gonna go too far, I have a tendency to jump all in. And I had a tendency to really want to see results immediately prove value, as soon as possible. But what I've learned through hard lessons is that you can't control it all. And even if you dedicate yourself 150%, to something, there are so many variables at play, there is no guarantee that just by working hard and doing all the right things, and being always on something that's gonna be successful. As we evolve and grow as human beings, our identity is becoming a well rounded identity, you're not only the professional who works in tech, you're the man who you know, educates and takes care of other human being and how they're going to behave in this world, you're a partner to someone you are a daughter, into someone, a member of the community, there are so many opportunities to give back and add value, the way you see yourself and define yourself should not come only from one angle. So with that in mind, while I will always want to excel in what I do, I'm also becoming more and more aware of the multiple roles that I'm assuming in this world and how I'm showing up in all of them. Because it has to be a balance, it has to be a work life integration, it has to be moments when you give more on one side, and when you give more on the other side, depending on what's happening in life. And that's what I'm trying to transition into and feel good about the fact that you're not always going to be your best self or on your best foot on on your top game, depending on what's happening in life. And that's okay. I hear you are nourishing the well. So that you have what you need to then bring your best is a growth opportunity. And so that actually goes into the next question that I was going to ask that I know you and I have talked about, you know, off the record, which is one of the bigger challenges I think that people like yourself in your role have been navigating with the current economy and future of work is there have been a lot of layoffs. And so, being that you're a leader that leads from love that has a lot of empathy. How have you navigated in your career, how to really send people off with care and compassion, because I've talked to lots of folks and leaders and people that have been the ones that have, you know, delivered it and have been on the receiving end, and it's typically not done with a lot of consciousness, but I know that you do it differently. So share a little more on that. How are you taking care of yourself and then being able to take care of these people in the most graceful kind way that you can under the circumstances, right? Yeah, no, and I'll start with the beginning. As a leader, you always join the company thinking about how the company is going to grow, how to build the businesses gonna succeed, how the great people you have on board are going to grow in their careers and grow as as professionals and as human beings and Then something happens. And it, especially in the last few months, or in the last few years, if we think about the pandemic, where things are not going, according to the plan, no matter how hard everyone is trying, the economy is turbulent there are headwinds in the market. And sometimes you need to make very hard decisions. And some of those hard decisions involve cutting people cutting jobs. And throughout my career, and I've been doing HR for more than 15 years internationally. In Europe, in the US, I work with companies based in in Asia, I found that no matter how much exposure to situations like this, you have as a people leader, if you lead from a point of love, and care and empathy, it's going to be very hard to not be emotionally impacted by something like this. I remember the first layoff that I had to do in the US it's happening, at least in my career, it happened more often after I relocated to the US, and I started to be a people leader. And I remember thinking about how these people have houses, they need to pay for the houses, they have children, they have family members, they need to take care of, they need to put food on the food on the table, they need to pay their bills, and I was thinking, wow, losing your job is one of the most dramatic, traumatic experiences someone can have. And the fact that the company is not growing fast enough, or it doesn't optimize stores profitability fast enough, or it needs to look better on paper for whatever is going to happen next, it doesn't make the impact of these decisions, less stressful for the people on the receiving end. So as a people leader, I've always thought about if I would be in these people's shoes, and by the way it can happen at any point in anyone's careers, what would be my preference in how I would like to be treated? What will mean to me that I'm being laid off with respect, where I still keep at least some of my self esteem, that I've built throughout the years in my career, in what will help me land in the best possible way on my feet, right? And I thought about it. And I talked to people that was questions, who were let go senior professionals, folks in the beginning of their careers. And I looked at the data on how much savings people have in the US if something like this happens. And the reality is that not a lot of people have a lot of savings to count on. And I really try to think about a couple of things, one, from an economical perspective, what is a decent package that's going to help people land on their feet, given that it takes between three to five months to find a job. Yet, it seems like in Dec is around three months, even now with distributed market, because a lot of new jobs are being created. So that's one variable that went into the model. The second one was one, the economical terms are being approved. And there is some, you know, safety net for at least two or three months, and there is health insurance on the table as well. Because unfortunately, America is a country that does not offer that by default, and you have to pay for it. And it's quite expensive. Then I went into how do we communicate? How do we communicate with care with empathy? How do we make sure that everyone feels that they're still respected on their way out, even though we need to share some pretty terrible news? How can we make sure we partner with the employees who are being terminated to equip them with the skills that they need to apply for unemployment to revamp their resumes to prep for the interview, it's really hard to have your confidence that after being laid off, and we're talking in this market about multiple rounds of layoffs, I have friends and people who are very close to me and my family who got laid off multiple times, once in COVID, one or two times now, that takes a toll on self esteem, how you're showing up in the world. Let's not even go to negotiating an offer you're hoping to get over all you can even think about asking for more optimizing for the best possible result. Totally. I'm always thinking about one, give them the package that it's going to provide a softer landing, landing to make sure they have health insurance. Three, make sure you communicate with empathy and care for prep them for what they need to do ideally in the first week or month after a layoff make sure people are equipped on how to get their benefits back on employment, how to claim Cobra and then really help rebuild that confidence by looking at the resumes the LinkedIn profile, practicing interviewing, introduced introducing people of two companies looking for great talent so that everyone can, as quickly as possible get back on their feet. It's a traumatic experience. And if as leaders, we don't do it with a lot of care, it's going to backfire. And it's not going to help one the company is not going to help the brand is not going to help help the leaders attract new team members, when when the market gets better, is not going to help the society in general, To bring myself into the mix of this, I started interviewing and applying for internal director and VP roles and learning and development in 2020. And it is now 2023, there were two offers and 2020. They were rescinded because of layoffs. So for me being that I'm still in it, still interviewing, still applying some of what I've experienced is that there are 1000 people to the one role that I'm applying for, I had a job tell me an employer rather tell me that they had 4000 plus 4000 people applied to the role that I applied for. And so, you know, depending on your industry, because there's not a lot of learning and development people even though they are so we need to equip leaders with the right tools to lead the organization. But it, it's trying, so I, you know, I can definitely relate, and I think some of your tips are really helpful. So let's move into our negotiation conversation. Let's pretend that you are getting ready to have a conversation because you've been given an offer. And I'm going to wear the hat of coach and this is a framework that you can apply to any negotiation that you're having. But I'm just gonna tee it up. So Samina, it's so great to see you. I'm so excited for you that you have this new offer that you're considering. And tell me a little bit about the context, what is the offer? What do you feel excited about? And then we'll go from there. I'm very excited about the offer that I just received, because it's for a company that solves hard problems. I see the signs of really healthy culture. It seems that a company is financially stable, especially in this... /episode/index/show/shineyourlight/id/27291111

67. 5 Days to Live and Die with Michael Hebb 06/07/2023

67. 5 Days to Live and Die with Michael Hebb This SHINE podcast episode is on how by facing and preparing for death, we are able to live more meaningful and purposeful lives. We all are born and we all will die. In this interview, we speak about how to talk about death as a way to foster deeper connection, healing, and growth at work, in our communities, and at home. We address the importance of bringing awareness and meditation practices to grieve effectively. Lastly, we talk about how bringing generations together over dinner can support us to solve some of the larger problems at work and in the world. This inspiring episode will support you to live a more meaningful life with less regrets. Episode Links: Ted Talk Article & coping resources Website formed to name and witness grief in community SHINE Links: Thank you for listening. Want to build a high trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Carley Links: Well Being Resources: Social: Imperfect Shownotes Hi, welcome to the shine podcast. My name is Carley Hauck. I'm your host, this is the fifth season of the shine podcast. I started the shine podcast as a way of doing research for my book on conscious leadership in business. And you will find interviews with scientists, researchers and business leaders on the intersection of conscious inclusive leadership, the recipe for high performing teams and awareness practices. My book debuted in 2021 Shine ignite your inner game of conscious leadership and was voted one of the best books to read in 2022. By mindful magazine, I facilitate two episodes a month of the shine podcast. And before I tell you about the topic for today, please go over to Apple podcasts or your favorite podcast carrier and hit the subscribe button so you don't miss any future episodes. The focus of this season is on the essentials for wellbeing. And that encompasses the intersection of our personal well being the collective well being of our workplace, and how that fosters and nurtures the planet's well being they are all connected. I focus on well being this season, because I really want to crack the code and inspire folks to prioritize their individual well being and therefore that will transcend into the collective and the planet's well being. And I have developed a inner game leadership assessment that I gave out to 100 different leaders last year. And the leadership assessment is based on the framework of the inner game, which is what we're cultivating on the inside to be conscious leaders. And it shows up on the outside when we cultivated the certain qualities. And two of the nine leadership competencies that were lowest from the sample of 100 leaders were psychological and physical well being. Therefore, that is why we are focusing on well being and if you're curious about where your strengths and gaps are around the qualities to become a conscious leader, you can take the assessment and find out your score for free. I recently opened to the assessment tool to the public, and the link will be in the show notes. Now onto our episode. Hello shine podcast listeners. I am here with my new friend Michael Michael HEB, who is the founder of death over dinner, drugs over dinner, and generations over dinner. He currently serves as a board advisor at the Friedman School of Nutrition Science and Policy at Tufts, and is the primary editor of COVID paper. His second book, let's talk about death was published by Hashem in the US, UK and Australia in October of 2018. and Russia, China, Taiwan, Indonesian, Poland and Romania in the fall of 2019, and will soon be published in Finland. Wow. That's incredible. Michael, so happy to have you here. Oh, my goodness, this conversation is going to be amazing. Can't wait. Thanks for being here. Of course, credit. Thanks for having me. So to start off in the deep end, which I know you and I swimmin. Often, I'd love if you could share some of your childhood story of losing your father to dementia, and how that experience inspired a movement to support millions in gathering and holding space as we prepare for death. Yeah, well, when I was in second grade, I didn't know that it would inspire valiance. For one, I was very much you know, just a regular seven year old, seven year old, eight year old and my father was quite a bit older than most fathers. He was born in 1904 in the Yukon Gold Rush in a minor shed and Dawson during the the like epicenter of the Yukon Gold Rush. And so he was 72 years old when I was born, which is becoming less and less unique. I think we just found out Al Pacino is going to have another child, but at at something, but back then this was quite a surprising thing. And I think it's a kind of an amazing thing in a challenging thing to be sold and to have a child because you don't know how long you're going to be around for them. But I was a bit of a surprise. And in second grade, my father was diagnosed with Alzheimer's, full blown Alzheimer's, it wasn't early onset, his symptoms were severe at that point, and then was put into a, a nursing home. And those were really rough years, my mother was not resourced to know how to manage our lives. Very few would be, and we lived in a great deal of chaos. And he died when I was 13. On on Halloween, actually. And our family didn't know how to talk about his illness, didn't know how to talk about his inevitable death, didn't know how to talk about our grief. And so we started really avoiding each other, which in many way was was the healthiest thing we could do. Because when you have a secret or a traumatic centerpiece to your family relationship, every time you're around those family members, there's cortisol and all kinds of things flooding your system. And so we really grew apart pretty quickly. And it had a lot of impact on the family structure where you know, much later and we'll talk about death over dinner, it served as the inspiration for inspiring people to talk about death, mortality, life limiting illness, dementia, because I didn't want anybody else to have to go through what I experienced the type of alienation, isolation, depression, confusion, anger, and the whole rainbow of emotion that I had to go through, basically alone until many mentors started to show up in my life. But the the death itself on Halloween was, was a seismic event in my life, and not for the reasons you might think. The grief wasn't overwhelming immediately, there was a kind of void that I felt when I woke up the morning and Halloween, and I knew that he died even though there was no one telling me so there's just a known sense, I'd actually had the previous night woken up at 3:43am, the exact moment that his heart stopped without knowing why. And then when I woke up again, later on that day, I was very clear, like, my dad's died, and I ended up going to school, because I wasn't going to just hang out with my mom and my brother. That didn't seem like a good place to go, or to be. And so I went to school on Halloween and Halloween when you're 13 is a big deal. And I ended up going out with friends that night, I didn't tell a single person that day that my father had died. And looking back on it, I think that was a pretty smart strategy. The realization that I had either consciously or just knew in my bones, at that time was my friend group didn't have the ability to deal with the weight of that kind of information. Kids are much more emotionally intelligent these days than they were 30 some years ago. And so I went out with my friends on Halloween night and did the type of things that 13 year olds do. I think we TPT some houses and eggs, some cars and drink some and essentially were assholes. And this thing happened to me because I was holding this whole new reality that my my dad had died, which no one I knew could relate to. And looking around my friends and what we were involved in the way we related to each other, and really just the world. I had this sense of being separate from it and watching it almost film nicly seeing these things from a from a removed space and questioning. If we act like this, why do we relate to each other? Why is there conversation about meaning? Shit, I hope I can swear on your ad snapped to, I can totally be yourself. Yeah,apparently it's a sign of intelligence, I just read a recent report. But nonetheless, I felt separate from my social group. And in in that separation, I started to ask really big questions. And that is really where my spirituality took shape was in those questions, and their questions about what are we doing here? Is there something more than this? Is there a right way to live? Have people known about living connected to something larger than the cell in the past, and took a great deal of interest in poetry and Eastern spirituality and mysticism? Gnosticism a long list of question askers. And that really set me on a completely different course than I would have been happily skipping down. So really, really a big change for not not exactly the reasons you would expect, when you use the term seismic, you know, change? And I would say yes, for sure. And, you know, before this conversation, I did a lot of research and trying to get to know you, and different interviews and things that you have recorded. And I learned about your early meditation practice, and part of how that came to be. And I was touched, because we both started meditating, and really having these deeper questions and interest around the same time, even though I, I imagine we're probably a similar age. And I also grew up in a family where, and still have a family where I'm keenly sensitive to emotions of myself and others, and the planet, and my, you know, nuclear family is not. And in some ways, I felt like an alien. And really kind of stuffed those for a long time, but had to find other ways and other tools to really understand myself and similar to you, like, understand, why am I here? And you know, what is the reason that I am being called to be here at this time. And, you know, when we, when we think about meditation and Buddhism, Siddhartha had a very similar journey, right? He was he was living in this, you know, Castle, not no suffering, really, except that is that his mother passed at an early age. But then he went outside of the palace walls one day and saw the four heavenly messengers, you probably familiar of this, of this table, or fable, rather, one was a sick person, an old man, a corpse, and aesthetic. And so he went on, you know, the aesthetic path to try to understand why these things happen. But we all know that we're gonna die, like every single one of us is going to die. And we don't know when that is going to happen. And so I wanted to bring you on because of a lot of his own inquiry around death for myself, but also, how do we use death, knowing it's coming, knowing that in some ways, humanity is facing very grave ecological death, which we'll go into a little bit later, to live the most meaningful life that we can right now? Yeah, well, I mean, in many ways, we can unlock what our life's meaning is, without that kind of rupture, without facing our mortality. And for most people, it happens in the middle of their life. This is you know, what Richard Rohr calls the second half of life and talks about and falling upward. And that that is just kind of naturally an age where people that are meaningful to us start dying. Right, some of us are, you know, gifted or cursed with a meaningful death. early in life, if you don't embrace it, or let it embrace you or if you repress it, or run away from it, then it can be a curse. But if you do the hard work of facing, whether that's when you're 13, or 30, or 40, or 50, or 60, or 70. The gifts that you get are really the answers to why I'm here. It's it's in many ways, the strongest medicine there is and there's a lot of talk these days and a lot of experience around psychedelic medicine, for instance, many of your users or, or listeners are experienced or curious. almost everybody's read Michael Pollan's book, how to change your mind, it seems. And we talk about the strength of that medicine, right, because it allows us to connect to something larger than ourselves connect to our, our history, our traumas, some of these big questions we find in a lot of psychedelic plant medicines, experiences that are held in the right container. Death, it's arguably more powerful, a medicine, and it's sitting right here. Yeah, right beside us, whether we acknowledge it or not. And, and it's a little bit easier to integrate, quite frankly, and then a psychedelic experience. And, you know, a lot of those medicines, actually kind of the core thinking around those medicines is they give us the ability to die before we die, so that we don't have to die when we die. And this is the this was the reason that people went to Eleusis, the mysteries in in, in Greece for 2000 years, 30,000 people a year, would go to a Lusas, to drink BurgerTime beer, to have an experience where a part of themselves would die. So that they realized that life, what was important about life, what the meaning was, what they were doing there. And you know that that experience is available to all of us by turning and facing or grief or any number of things. I agree. And I you know, just to circle back to meditation. Gosh, there's so many, there's so many ways that we could go because I love to have the plant medicine discussion with you as well. And I, I believe you're very right. I think a lot of people in some ways are actually just using the medicine to escape again. And they're not actually integrating. I mean, you're finding this altered state of consciousness, which, frankly, you can find meditating. And I've done both. And there's not a lot of difference for me personally. And only the medicine just brings me to that point faster. But I've done years and years and years of silent meditation. And one of the things that I'm so grateful about meditation is that Vipassana, which is coming from the Tera Vaada. And Buddhist tradition, actually learned this several years ago, on a silent retreat at Spirit Rock meditation center, it means to grieve effectively, because every moment is passing this moment right now, between you and I will never happen again, quite like this, ever. And so I'm present to it. And there's a loss and that, here it goes. Yeah, letting it go. Yeah, sometimes we have to be well, I think we do have to build be able to face the big D, yes, the two really come to terms with the small D's that we face all of the time, and not grasp on to that which is constantly changing, right? Because that's what people's primarily, their primary complaints are really around the small days, you know, anxiety, depression, all of these things have that we suffer from on a regular basis have so much to do with dealing with the fact that things are constantly changing. Right? Right. Yeah. Yeah. And how do we how do we practice getting, you know, little and, and to be in flow with a world that is constantly changing? Right? And so that's why I told tell people and teach people that, you know, death is this really powerful medicine because one, you, you do want to drink from that cup, you, you will be facing the big D at some point. And you want to be present to that. And you want to be able to learn from the experience as the aperture of your life gets smaller and smaller. There's a lot of great richness in that I've seen people complete a whole hero's journey in their last hour on this planet and change things generationally, and do healing for people who, you know, their future ancestors, they'll never meet on death's door. Right? But not if we're grasping. Not if we haven't surrendered, not if we're not present to it. And in the present moment, same thing. We're not going to be able to have an access to the beauty of the moment, or whatever it is. It's not just beauty, the is of the moment if grasping, flailing, reacting struggling in fight or flight or freeze, unless we have some sort of practice round. I mean, some of my good friends started the flow Institute's flow Institute, Steven Kotler, and Jamie Weil. And there's a lot of talk about flow these days and to be in flow. And I give those guys a hard time. It's like you're teaching people all of these great techniques, but the most important technique you could be teaching it was to deal with death and go, yeah, and they've incorporated some of that. And we actually hosted the first flow Institute, gathering together years before their other best seller. So there's just a lot there. And it's scary for people. This isn't, I'm not saying this with the idea that you shouldn't have apprehension or that it's easy. But there have been a lot of people who looked at our impermanence, looked at death, looked at grief, and have lit those canyons, and lit those dark forests for us. So you're, you're not alone. And you will get immediate vitality, from the work that people do around this. And I know you work with leaders and, you know, one of one of the kind of most ironic slash funniest uses of death over dinner, which is a initiative I started to get people to talk about end of life and, you know, millions of people have taken part in this. I was gonna ask you about that. Yeah. If we'll come back to continue. Yeah, I'll give. I'll let you lead me into some framing but Deloitte, Europe, one of the leading firms, when it comes to giving advice and creating strategy for the biggest brands in the world, most people know Deloitte. Yes, started using Deloitte, Europe started using depth over dinner at the beginning of their, their corporate retreats for their big clients. And yeah, and found and people were able to have conversations about what do they want to be remembered for? What do they want to have happen to their body? You know, song would be one at their funeral. If they had 30 days left to live, what would they do with it? How would they feel that that unlocks so much connection between the people that were there and humanity, way below the watermark of their strategy, or with you know, their brand, and it also unlocked a tremendous amount of creativity? Right? People feel free to try out new ideas and to play with each other's ideas. So, you know, there's there's a lot, there's a lot there in this space that has big No Trespassing signs all over it for us. Thank you. Well, there's a couple of questions that I have that are bubbling. I mean, first, I'd love to hear well, and even before I, I asked you a question, just my responses, you know, in my experience, working with lots of different, you know, senior people, leaders and stakeholders and various companies, business is only as good as the relationships that people are forming. If there isn't psychological safety, trust, the ability to believe that this person has my back, and we are connected and we are connected towards something of greater purpose, people will not stay, they will not perform, they will not feel they belong, and they will not bring their best to work or that workplace. That has been my experience. And so, I think what we are craving most, and especially since the pandemic is connection, is meaning is purpose, and how do we build that together and then align, you know, in powerful actions together. And I just think that is that is what is happening in the workplace. There is a death of the old workplace that was profit above everything else, thank goodness, but it's slow. It's slow. There's there's still a certain you know, group of leaders that are holding on to that. Lynne twist has been a huge mentor to me and wrote the foreword of my book and I remember when I first heard her speak years ago, she said we are hospice sing out. You know, these Oh, have systems and structures that will not support the new world.... /episode/index/show/shineyourlight/id/27060684

66. We are Water Protectors with Carley Hauck and Greg Koch 04/26/2023

66. We are Water Protectors with Carley Hauck and Greg Koch This SHINE podcast episode is on the importance that water plays in all of our lives. Water is a fundamental resource and life. In this interview, we will speak about why water stewardship is important. We will address three significant challenges in the quality of water on the planet: Red Tide, Microplastics and PFAs. We speak about how these 3 are interconnected, the dangers of them to our well being, and action steps you can take to reverse the negative impacts at an individual and business level. This inspiring episode will ignite greater purpose and inspiration to be a water protector. Episode Links: Greg Koch on LinkedIn: SHINE Links: Thank you for listening. Want to build a high trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Building Trust Free Gift — Carley Links: LinkedIn — Consultation Call with Carley — Book Carley for Speaking — Leading from Wholeness Learning & Development — Carley’s Book — Executive Coaching with Carley — Environmentally Friendly Products for Water Protection Red tide PFAS - Documentary on PFAS Microplastics Well Being Resources: Inner Game Meditations — Inner Game Leadership Assessment- Social: LinkedIn — IG — Website — Shine Podcast Page — Imperfect Shownotes: Carley Hauck 0:08 Hi, welcome to the shine podcast. My name is Carley Hauck. I'm your host, this is the fifth season of the shine podcast. I started the shine podcast as a way of doing research for my book on conscious leadership in business. And you will find interviews with scientists, researchers and business leaders on the intersection of conscious inclusive leadership, the recipe for high performing teams and awareness practices. My book debuted in 2021 Shine ignite your inner game of conscious leadership and was voted one of the best books to read in 2022. By mindful magazine, I facilitate two episodes a month of the shine podcast. And before I tell you about the topic for today, please go over to Apple podcasts or your favorite podcast carrier and hit the subscribe button so you don't miss any future episodes. The focus of this season is on the essentials for wellbeing. And that encompasses the intersection of our personal well being the collective well being of our workplace, and how that fosters and nurtures the planet's well being they are all connected. I focus on well being this season, because I really want to crack the code and inspire folks to prioritize their individual well being and therefore that will transcend into the collective and the planet's well being. And I have developed a inner game leadership assessment that I gave out to 100 different leaders last year. And the leadership assessment is based on the framework of the inner game, which is what we're cultivating on the inside to be conscious leaders. And then it shows up on the outside when we've cultivated the certain qualities. And two of the nine leadership competencies that were lowest from the sample of 100 leaders were psychological and physical well being. Therefore, that is why we are focusing on well being and if you're curious about where your strengths and gaps are, around the qualities to become a conscious leader, you can take the assessment and find out your score for free. I recently opened to the assessment tool to the public and the link will be in the show notes. Now onto our episode. Hello, Shine podcast listeners. Thank you so much for joining this season. I am so excited about this conversation with my friend, Greg. Coach. Greg, thank you so much for being here. Greg Koch 3:06 Thanks for having me, Carley. I really enjoyed the last podcast we did and the relationship that we've maintained the friendship since then. And I'm looking forward to today, Carley Hauck 3:15 likewise. And for those of you listening, I just want to share that I've only had two folks that have now been on the podcast twice. And so Greg, you're in very good company. Lynne twist, who wrote the foreword for my book, who has a new book that just actually came out that I interviewed her on at the end of last year is the only other person that has been on the shine podcast twice, but for good reason, the fact that you are both repeating, because you're very purposeful leaders, and she is also a very strong climate leader. And so I'm delighted that you both Greg Koch 3:58 are here, I feel honored. Carley Hauck 4:02 Well, so with that, please introduce, introduce yourself regarding your current role at IR M. And also, you know, why? The topic of water stewardship and water protection, which we'll be speaking about in various ways today is personally and professionally important to you. Greg Koch 4:26 Sure. Well, thanks again for having me. My name is Greg couch, and I live in Atlanta, Georgia. And I've spent when I've not been on a plane or somewhere out of the country, which has been quite often throughout my career, I've been based in Atlanta, here in Atlanta, Georgia. I currently work for consultancy called e r m Environmental Resources Management. And my role there as a technical director is in the water and climate space and And primarily what I do is work with clients to translate all the noise around water and climate risks and issues into an assessment of how those issues will impact the business, both negatively and potentially positively. Meaning there are opportunities to, to, to look at as well as risks to try to mitigate. And so what does that look like? Well, it takes all the data that everyone has, but then dives deeper in what information the client would have around their water use or greenhouse gas emissions, what they've experienced in terms of impacts regulations, employee interest, other external stakeholder interest, including investors, NGOs, customers, and consumers. So that nuances all that, that global information and local information, and allows you to come up with scenarios realistic scenarios of what could happen positively or negatively, because of the stress issues. And then let's just focus for the sake of time on the risks versus the opportunities. But when you look at the risks that we quantify, we help the clients quantify a probability of that risk event happening, and then the impact that they would experience if that risk scenario or if that manifested itself. And that assessment of risk, what what would this mean, to me, me in this case would be accompany, but it's the same if you want to take it down to the personal level. Once you translate the issue, into what could happen positively and negatively, to you, your business, what have you, that leads to two things that I find very powerful one is, it leads to ownership, because you're a part of translating the noise into real impacts that you would experience or maybe already are experiencing. So the ownership, right, you're not just accepting the data and saying, Okay, that's an issue, I'm going to do something about it. There's nothing inherently wrong with going from issue to action, but issue to risk and opportunity quantification, in my experience leads to that ownership, but also more impactful actions. So so that's what I do. And in the course of the topics we'll discuss, I can give you some examples of how I've helped clients, and what that actually looks like. Carley Hauck 7:42 Thank you. So that was a great summary. Why does protecting the water there's no, there's lots of resources in the environment that we can protect. But that seems to be one you've really narrowed in on in your life and in your career, why does what is protecting the water personally matter to you? Greg Koch 8:06 Well, it should matter to everyone in the same way it matters to me in that it is a fundamental resource life as we know, it does not exist without water, there is no substitute for water. And at the same time, while water is a finite resource, there's a fixed amount of water on Earth that you cannot change over the long term. We can't create or destroy water over the long term. But it's infinitely renewable. So I'll be honest, most of my pre adult life, I took water for granted water was something I played in, I recreated in I saw fall from the sky, you know, experience rainfall, you you have a daily visceral connection with water. So it's always been important, but honestly, I took it for granted. Like I think most people do, and probably that those from the fact that over human history, water has been relatively abundant, and relatively clean, and therefore hasn't posed significant challenges to the majority of civilizations that have come and gone and that currently exist. But all that's changed, certainly since the Industrial Revolution, and even more in the last few decades, particularly from the impacts of climate change, which we talked about in in our previous podcast was very, you know, climate change is the message than water is the messenger. Right? You experience climate change, primarily not through hotter temperatures, but through some change, more intense and more unpredictable water situation. So what was the aha moment for me? It came when I was working for the Coca Cola company. And one of the jobs I had It was addressing wastewater discharge around the world and the company had implemented a standard or requirements say that if you can't discharge your wastewater, your industrial wastewater into a sewer system, if you will, where the government were utility would fully treat that water, then you had to build a wastewater treatment plant yourself, right, so that you weren't discharging, untreated, industrial and sanitary waste. And that was very well adopted. But the standard that is, but it went when I first started assessing the current status. Now, keep in mind, Coca Cola operates, I think, in all but one or two countries in the world and has 1000 Hot plants. And so I really got exposed to the local conditions around water. Initially, it was through the lens of water pollution, but quickly started to appreciate the challenges of drinking water access, reliable, safe, affordable water, being there at the tap when you needed it, or in some close proximity. And all of that was happening at a time where in my life, I had young children, they're 25 and 22. Now, but at the time, they were toddlers, and, you know, preschool or school aged children. And you know, I appreciate it. The the luxury that we have compared to most of the rest of the world, in having that safe water access, and then seeing the impact when that safe drinking water is available, what that does to communities and made me appreciate more the situation that that we have here in Atlanta, but also recognize how dire the situation around water was around the world. And so Carley Hauck 12:01 I have a more personal recently, which I'll see ya, yes. But you know about Yeah, thank you. Yeah, yeah. That's fascinating. Well, let me just kind of queue up what we're gonna be talking about today for those listening. So So Greg, and I've been noodling and emails in the last few weeks. And we came up with this fabulous conversation to share with you. So we're going to be really reviewing the interconnection between red tide microplastics and PFS. Over the course of the next, you know, 4045 minutes with you all, we're going to talk about what each of these are, how they are negatively impacting the planet's well being locally, globally, but then how that is impacting our well being, because what happens, what the planet is going to be happening with us, you know, we are interconnected. And we are, unfortunately, creating a lot of these problems. So we have the opportunity to shift that, to clean it up, you know, this, this is our home, we need to take care of our home. So so that is really going to be what we will be empowering, and activating and shedding the light on for all of you. And I also thought I would share a little bit about why water protection matters to me. So well. I grew up in Florida, which is not too far from Georgia, they're, you know, they're their neighboring our sister states, we could say. And from a very young age, I just had this kind of inner climate leader. And I was, you know, spending a lot of my childhood in St. Augustine, Florida, which is actually deemed to be one of the oldest cities in the United States. It's apparently where Ponce de Leon founded the fountain of youth. There's old Spanish forts. It's a beautiful, quaint city. And we would go you know, they're from my hometown of Gainesville when I was a kid every summer and multiple times during the year and I was noticing plastic on the beach. And because I was really interested in ocean life, and my father would give money to the World Wildlife Fund or the cetaceans society and so he would get these really cool calendars with all of these beautiful pictures of whales and dolphins and being a curious kid. I'm still a curious kid. Just a little older. I would I would go and look at the calendars and I'd see all these different organisms. missions and I started doing some research and finding out, wow, this humpback whale is endangered and this bottlenose dolphin is also endangered. And the sea turtle that I am fascinated with is really struggling. Why? Well, because we are poaching them, you know, we're polluting the oceans. And so when I was eight, nine years old, I literally was writing letters to the dictator. I guess they were a dictator at that time of Japan. And I said, stop killing the whales. So I adopted a gray. Yeah, I drafted a gray whale for my third grade class was $25. Back then I'm sure it's not much more y'all, you can adopt a gray whale. But it kind of started off, you know, at a young age. And so I've always felt this, frankly, responsibility to take care of the ocean. And there were not trash receptacles on the beaches in Florida. And I'm speaking to this now, because that was about 40 years ago, and I was recently in Florida, during red tide, which we're gonna get into in just a minute. And right before I left, thankfully, the basically the Tampa Bay St. Pete area lifted the restriction of being at the beach, because if you're near Red Tide, which Greg is going to tell us more about, you know, I mean, it can actually create some really adverse consequences, you can't breathe, you know, people get really sick if they go near the water if they go in the water. So all of the, you know, beaches, basically, in the Tampa St. Pete area, we were restricted from going and then the day before I was about to leave, they lifted those restrictions, it was safer, supposedly to go. And so I was walking on the beach with my father and I see a piece of plastic, which I know if I don't pick up a sea turtle is probably going to, at some point in their lifecycle see it, if it goes in the ocean, think it's going to jellyfish and it's going to try to eat it. So that's just an innate reflex of mine pick up trash, if you see it on the beach. And there was no place to throw it away. There's I mean, so Florida, Florida people. Now see you it's been 40 years I was doing this when I was five, I'm getting closer to 45. It does not take a lot of money to put waste receptacles recycle, compost would be great on the beach. Otherwise, it makes it really hard for people to do the right thing. Because most people are not going to pick up trash and carry it to a receptacle. And let's let's just let's just be real, like, you know, people go to the beach, they bring stuff, they bring stuff they don't even intend to leave on the beach. But let's say they have a screaming two year old who came with a little plastic bunny. And she throws the bunny on the beach and the bunny then gets stuck in the sand and they don't bring it back. Anyway, these things happen. Let's just make it easy for people to do the right thing. So this is why the water protection matters to me, because this is our home. I care about the planet, I care about the creatures, and I want to create a legacy for the future, that I'm not going to feel guilty about that I'm not going to regret that I couldn't have done more. And that, frankly, is going to alleviate so much suffering of so many people because we do the right thing right now. Greg Koch 18:50 Yeah. That's amazing. Thanks for sharing that. Carley Hauck 18:53 Yeah, thank you, Greg. Well, and I know that the folks that are listening to this have that inner water protectors as well. And so, before this podcast ends, I'm going to leave you all a prompt to really ignite that part of you because we all have that responsibility. And that opportunity. Okay, so without further ado, Greg, I feel like there's a you know, a music or is playing in the background. Can you please illuminate? Let's start with red tide. What is red tide? And why does it matter? Greg Koch 19:35 Yep. All right. So red tide is a global phenomenon. It can be called different things. But it's a condition where there's a certain micro organism and I'll get into that in a moment. It's an algae, different types of algae, but there's one in particular, that when it grows in abundance, when it grows, period, it per Do says a toxin a neurotoxin, as part of how it metabolizes food, and when shellfish in particular, but other aquatic species as well are exposed to that toxin, it can kill them and or affect their reproductive abilities. And if you eat those fish or shellfish in particular, you could ingest some of that toxin and it would have negative effects for you. It's called Red tide in in Florida and other parts of the world because that bacteria when it grows in maths, it takes on a reddish brown color. And that can actually color the water. And so the phrase red tide is used. There are other versions for it. So it's good that we started with red tide, because it's, it's the only one of these three topics microplastics and P Foss and red tide that occurs naturally, even without humans, but as exacerbated by humans. The other two topics we that's all the on us. Right? So red tide, or versions of it have been in recorded history as far back as the 1500s. So well before the Industrial Revolution well before the type of Population and Development we have today. So we know, in Florida, in other parts of the world, red tide has occurred naturally, these are naturally occurring micro organisms, and they do in particularly in warmer weather, when they are faced with enough nutrients. And I'll talk about the nutrients in a moment. It can cause it's perfect conditions, and they just start growing like crazy. If they are the type of algae that, that that produce this neurotoxin, then you get this, this red tide that happens now a little bit about the micro organisms, they're algae, and when you get a big growth of them, it's called an algal bloom. Right, just a lot of algae. One algae that all of us are familiar with, or most of the listeners should be familiar with is kelp. So seaweed, most forms of seaweed, including kelp are algae. So algae can be really big. If you've been diving off the coast of San Diego, the kelp forests are massive that actually an algae. So they are and I say that just to say that they are naturally occurring. When that algae bloom happens, I already talked about the impact to aquatic species, that neurotoxin and how that could impact you, but that that toxin that's released also becomes airborne. And most people will have trouble breathing. People who have immune compromised, their immune compromised or have asthma are more sensitive... /episode/index/show/shineyourlight/id/26648343

65. The Transformative Power of Sabbaticals for Purpose and Meaning with David Hanrahan 03/29/2023

65. The Transformative Power of Sabbaticals for Purpose and Meaning with David Hanrahan This SHINE podcast interview is on the transformative power of sabbaticals for purpose and meaning with David Hanrahan. David and I speak about some very relevant topics for the future of conscious leadership and business, including his long and successful journey in people development, his own stand for well being and how his sabbatical last year helped him to come back with more engagement, more purpose, meaning in his work. Episode Links: SHINE Links: Thank you for listening. Want to build a high trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Building Trust Free Gift — Carley Links: Book Carley for Speaking — Leading from Wholeness Learning & Development — Carley’s Book — Executive Coaching with Carley — Contact Carley — Carley’s Patreon Page Well Being Resources: Inner Game Meditations — Doterra — Inner Game Leadership Assessment- Social: LinkedIn — IG — Website — Newsletter — Shine Podcast Page — Shareables: “It’s just an incredibly fun challenge to unlock people's potential.” — David Hanrahan “For me, it was really surprising in terms of how much the sabbatical did re-energize me. It changed me.” — David Hanrahan “There is a growing call to change up how we think about the workweek, and your schedule, and how long should you work without taking a break?” — David Hanrahan “A sabbatical fundamentally changed my career trajectory. If I didn't have this experience, I probably would have been done with the work.” — David Hanrahan The Imperfect Shownotes 0:01 Carley Hauck Hi, welcome to the SHINE podcast. My name is Carley Hauck. I'm your host, this is the fifth season of the SHINE podcast. I started the SHINE podcast as a way of doing research for my book on conscious leadership in business. And you will find interviews with scientists, researchers and business leaders on the intersection of conscious inclusive leadership, the recipe for high performing teams and awareness practices. My book debuted in 2021 and was voted one of the best books to read in 2022” by Mindful magazine. I facilitate two episodes a month of the SHINE podcast. And before I tell you about the topic for today, please go over to Apple podcasts or your favorite podcast carrier and hit the subscribe button so you don't miss any future episodes. The focus of this season is on the essentials for wellbeing. And that encompasses the intersection of our personal well being, the collective well being of our workplace, and how that fosters and nurtures the planet's well being, they are all connected. I focus on well being this season, because I really want to crack the code and inspire folks to prioritize their individual well being and therefore that will transcend into the collective and the planet's well being. And I have developed an inner game leadership assessment that I gave out to 100 different leaders last year. And the leadership assessment is based on the framework of the inner game, which is what we're cultivating on the inside to be conscious leaders, and it shows up on the outside when we cultivate certain qualities. And two of the nine leadership competencies that were lowest from the sample of 100 leaders were psychological and physical well being. Therefore, that is why we are focusing on well-being and if you're curious about where your strengths and gaps are around the qualities to become a conscious leader, you can take the assessment and find out your score for free. I recently opened to the assessment tool to the public and the link will be in the show notes. Now on to our episode. 2:50 Carley Hauck This SHINE podcast interview is on the transformative power of sabbaticals for purpose and meaning with David Hanrahan. David and I speak about some very relevant topics for the future of conscious leadership and business, including his long and successful journey in people development, all the way to his current role now as Chief People Officer at Flare. David speaks openly about his own stand for well being and how his sabbatical last year helped him to come back with more engagement, more purpose, meaning and he'll share what he learned and how he's integrating that into his work life now. We speak about how we can redesign the workplace to prioritize well-being: everything from shorter workweeks, sabbaticals for every role, how to establish healthy boundaries, and then really listening to your people, and then committing to structures and strategies that benefit the whole. And lastly, David shares how he inspires trust. As we know, trust is essential to a thriving company and culture. You won't want to miss one minute. Thanks for listening. 4:22 Carley Hauck Hello, everyone. Thanks for joining the SHINE podcast. I am here with a very special person, David Hanrahan. And David is going to be talking with us about so many incredible things that are really relevant to the future of work in our podcast interview today. David, thanks so much for being here. 4:42 David Hanrahan Carley, thank you for having me. 2:02 Carley Hauck Well, I want to just kick off our conversation with just sharing a little bit of history. For our listeners, you have worked for some incredible companies, Eventbrite, where you were Chief Human Resource Officer, you worked for Niantic, for Twitter, which was pre-Elon, Zendesk, Electronic Arts, and even Universal Pictures. And now you are at Flare, which I know you're going to share more about. But what is really unique about your journey is that you've really focused on people development. And I feel curious, why did you pick that? And why does that matter to you? 5:25 David Hanrahan Yeah, you know, it's a puzzle, I think of many organizations, particularly tech companies, growth tech companies, there's kind of an arms race of hiring a lot of people, which for many of them, they've kind of gotten themselves, you know, in trouble more recently, and a lot of headlines are not good around having to lay people off. I think the challenge is not not about hiring a lot of people or how fast can you hire them? It's whoever you hire, how do you unlock their potential, you bring it, you bring people into the organization, we get excited about them, we assess them, this is the best engineer to do this one thing, this the best leader to do that one thing, and then they come in. And oftentimes organizations get in their own way of the potential of the people that they've hired. And there are these hidden barriers, these hidden stumbling blocks that basically make organizations fail at seizing the potential or unlocking the potential of the people that they've hired. And it's incredibly tricky. It's one way I think about it is typical engagement curve for people who come in, and engagement just, you know, they're sort of their sentiment of whether they're motivated, they want to stay they they're proud to work there. It goes up in the first six months, and then between six months to around three years, it just goes down. And then something interesting happens around three years where it starts to bend back upwards. But those first you know, kind of few years, you're basically losing people are losing their mojo, right. And so when your engagement is low, or it goes down, you're basically giving less, you're giving less your discretionary effort, you know, your desire to solve problems outside of your day to day scope, kind of erodes. And so why does it happen? How can we bend that curve? I think this is just an incredibly fun challenge to unlock people's potential. And these companies that you mentioned there one connective sort of thread for me joining those companies is that someone, someone there at the top, oftentimes the CEO, also was passionate about that, and we wouldn't be with you know, we would kind of sort of riff on that in the interview around this just being the challenge for us is we need to hire people. We need to hire the best, but then unlock their potential in order to really achieve our stated mission or strategy or what have you. So I just think of it as an incredibly fun puzzle. 7:51 Carley Hauck Thank you. Yeah, I mean, I've focused my whole career on people development and serving people to be their best as well. So I'm with you. And I find human beings fascinating, right? There's just so many different parts and complexities. And I love that you used unlock, because again, like how do we really allow people to be their best, you know, at work, at home, and therefore, like, then companies can really be best for the world. And I feel like that's the responsibility and the opportunity right now. So thank you so much for sharing all of that. Well, you know, shortly after you and I met last year, you shared with me that you took a sabbatical. And I knew that I needed a sabbatical. So I am just coming off the heels of mine. And I would love it if you might share a little bit about that. But before I asked you that question, I'm keeping everybody kind of at the edge of their seats, knowing that's coming. You know, I wanted to just share some research around wellbeing and burnout. And I just feel like that is such, so much top of mind and such a top priority for people leaders. Because as you were talking about engagement, it's so hard to increase engagement when people are just on empty, right. And so, you know, I think that's just been rising since the pandemic. And therefore, we're seeing things that were always under the surface, and they're now showing up stronger and louder, such as, you know, systemic racism and mental health, lack of physical well being, all of these things. And part of the book that I wrote, which came out last year, I really emphasized well being and it's a very important leadership competency, because I feel like if we aren't focusing on the well being of ourselves, how do we focus on the collective well being of our people? And I wanted to just share some really amazing studies that I became aware of in the last week, and I thought that could be something you could respond to, but could then also segue into your own reason for sabbatical. How does that sound? 10:15 David Hanrahan That sounds great. 10:17 Carley Hauck Okay. So this statistic came from Deloitte’s Human Capital Trends study in 2020. And it found that even though 80% of executives said wellbeing was their top priority, 90% of workers felt like their life was getting worse. When I read that my heart just sank. Another one, researchers from Harvard Business Review found that employees who trust their employer experience 74% less stress, 40% less burnout, and employees with higher workplace belonging take 75% fewer sick days. I mean, that just makes a lot of sense. I come in all the time, and really assess where psychological safety is. And if you don't have psychological safety, you don't have trust. So those are really impressive statistics to really understand how we increase trust in our organization. And then a 2022 Deloitte study found that 57% of employees are considering quitting their job for one that supports their well being. And this was pretty interesting to also read an even higher share of executive sign 70% plan to quit for the same reason. So I mean, all of these statistics are just kind of showing loud and clear that well being has to be a priority as we build the new version of work. What do you think about all of that? 11:45 David Hanrahan Yeah, these are really eye opening. And I want to try and zoom out as far as I can on these. Sure. I think about some of the timeframes of the study, so they're just their recent but the past few years, lots of change, lots of changes the past few years. So you know, obviously, pandemic, one, the changing sort of nature of work. I mean, I so if I think back 10 years ago, maybe 10-15 years ago, kind of dating myself, but I remember a day when I was working where I would leave my laptop at the office, where I didn't yet have a company provisioned phone. Where there was kind of a line there just seemed to be aligned. If someone called me on the weekend, like ooh, this is urgent, but I can, I can plug in and unplug much more easily. And so just fast forward just a few years and for many from many you know who find themselves in sort of the knowledge knowledge work or you know, you have a laptop, you're, you're in a salaried position, you're kind of always on, you're always on it, when you have company has people in different time zones, I get a ping a little ping in the middle of night, I see my phone light up, I have to do more to set boundaries now than it did in the past. I have to turn my phone off, I have to set the notifications, I have to set the you know, sort of do not do not disturb all those things. But for many people in the pandemic, it kind of caught up. And then really quickly, I remember just getting out of bed, you know, no longer going to the office, I would get out of bed, and I would open on my laptop, you know, and like I just started working. And, and that was a little bit of frog boiling in water where I didn't know, all these things were adding up as a change of like work was consuming. Yeah. And I think that's probably indicative for a lot of people where just work suddenly became your identity. This is who I am. I go to, you know, a dinner party. And like, the question is, where do you work? You know, that seems changed for me, in part because of where I moved. But, you know, I think, well, being a top priority and 90% feel their life is getting worse is a host of things, potentially also societal. So the rise of social media. I think as we're talking right now, there's a congressional hearing about banning Tiktok, you know, for various reasons, but I found myself having to get rid of all but one of my social networks, which is like, kept LinkedIn, you know, for job purposes. But, but so, you know, while work has changed a pandemic, and has happened, there's also been this change in information flow of, you know, the media, I think, knows that the information that causes a reaction from people, which is money, is to get you worried, or to get your anger angered about something, or to just to, you know, have a visceral reaction. So I had to click into the next thing I have to follow along, I have to log into the next day to see what's going on with this random thing that maybe years ago, I would have seen in a newspaper, but I can put it away. But now it's fed directly into my mind through this, you know, this phone, that's always, you know, always with me. And so there's a whole host of things going on there. That I think is the world and is life really getting worse, sure, in certain aspects. But I think we're also, we're incentivized to believe that as well, which then causes our mental health to suffer. That's just that's just one person talking. I'm not a psychologist, but like, that's, that's one thing. That's one perspective I put on it. And so it is also true at the same time, that for people who trust their employer, like the employer, as an institution, is, is one thing that is like an omnipresent part of my life, right? This is my employer is where I get my paycheck. And I saw a quote from a late comer leader not too long ago, who said, the job of a leader in tough times is to put more truth into the world. And so trust, also, according to someone I just listened to who assess high performing teams said trust and mission orientation, for him and his research were two factors of high performing teams. And so it actually took to trust your employer, to trust your employer. Obviously, this research right here shows that I'm less stressful. So if I can increase that, as an employer, I'm thinking of that as like, that's my path to helping unlock their potential. According to this one leader I talked to, trust is a factor of three things, which is competence, benevolence, and integrity, which is really interesting. And then so and then the last thing here is I'm just kind of meandering here to address sort of some random reactions to those three bullets. The idea that people now are quitting, you know, they're quitting, in order to find something that is better for their well being, I think also probably represents a little bit of a shift. And potentially not for every age group for not every demographic, potentially a little bit of a shift in terms of what's important for people now in life. 16:39 Carley Hauck Yeah. 16:41 David Hanrahan And, and so that's even true for executives, as well. But I think there has been that shift as well, which is that money is always going to be important. But I think people are seeing after, you know, a global pandemic and seeing this, this information flow of negative news is that they gotta they gotta make sure they're living a full life. 17:10 Carley Hauck If you don’t have your health it doesn't matter how much money you have, right? If you don't have time for your loved ones for your family, right? 17:18 David Hanrahan 100% percent. So yeah, this I'm nodding my head furiously as I read those posts, because they all make sense to me. 17:23 Carley Hauck Yeah. Well, thank you for weighing in on all of that. And, you know, one thing that I remember too, which has been true is that even though folks are working less from the office, and they're not commuting, they're working two and a half hours more every week, I don't think it's every day. I can't recall the amount but you know that without healthy boundaries will create more burnout, right? So as you spoke, how are we creating and designing for our well being? So let's shift to your sabbatical. Tell me more about that, and what you learned from that and how you're now implementing, I'm sure as best you can, as you've stepped into this big role, what you learned? 18:11 David Hanrahan Yeah, I know, I will say that. I've been familiar with sabbaticals for many years. And when I was at EA, we had a sabbatical program, it was kind of, it was kind of mocked a little bit, it was kind of viewed as a sort of like, a gimmick or sort of like, you know, people take your sabbatical, and I quit. So it was like, Is this valuable? Is it creating any value? And then just over the years, I've also just been aware that many, many tech companies, they sort of, they consider adopting a sabbatical as something to set themselves apart. And so going into my sabbatical, I kind of was pessimistic, frankly, around, what like, what could happen for me honestly about it. So the context for me, is that my last company, we wound up just trying to pull off this major transformation, which is, without going into too much detail. I was joining it thinking it was going to be a growth mode, global pandemic, shutting down live events basically put us on this sort of white knuckle adventure for a couple of years of trying to change this company, fundamentally changing it changing the business model, and then changing the culture too, because we were a company that was very, very much in-office oriented. And then we shifted to work from anywhere, we shifted so many things across the business and the culture, that at the end of it, I just, I just sort of looked in the mirror, and I realized I was spent by just, you know, whether I wasn't ready for this, the amount of energy suck, you know,... /episode/index/show/shineyourlight/id/26370330

64. Birthing a New Way of Well Being At Work and In Life with Carley Hauck 03/16/2023

64. Birthing a New Way of Well Being At Work and In Life with Carley Hauck This is the 64th episode of the SHINE podcast and the first of 2023. The focus of this season will be on the essentials for wellbeing. Each interview will highlight new research and thought leadership on the correlation of personal well being, the well being at work, and how to live and conduct business in a way that nurtures the planet's well being. To kick off the season, I will speak to my own learnings and refinements on how to birth a new way of well-being at work and in life. I will speak to what I learned from living in Costa Rica in the last 3 months during my sabbatical, relevant research regarding happiness and the Blue zones, and lastly prompts to help you identify what are the essential ingredients for well-being at work and in life. Episode Links: SHINE Links: Thank you for listening. Want to build a high trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Building Trust Free Gift — Carley Links Book Carley for Speaking — Leading from Wholeness Learning & Development — Carley’s Book — Executive Coaching with Carley — Contact Carley — Carley’s Patreon Page Well Being Resources: Inner Game Meditations — Doterra — Inner Game Leadership Assessment- Social: LinkedIn — IG — Website — Newsletter — Shine Podcast Page — The Imperfect Shownotes 0:01 Carley Hauck Hi, welcome to the SHINE podcast. My name is Carley Hauck and I am your host. This is approximately the fifth season of the SHINE podcast. I say approximately because on average, I have 9 to 10 interviews per season. But if inspiration hits, then guess what? You get more goodness. This podcast focuses on the intersection of three things: the science and application of conscious, inclusive leadership, the recipe for high performing teams and awareness practices that you can cultivate to be the kind of leader our world needs now. Before I tell you about this next season, and our topic today, please go over to Apple podcasts and hit the subscribe button. This way you don't miss out on any future episodes. And you can also scroll through our many episodes in the last couple years, and find inspiration, and wisdom and science there. This is the 64th episode of the podcast and the first of 2023. And the focus of this season will be on the essentials for wellbeing. And this is encompassing the intersection of our personal well being, the well being at work, and how we can support the planet's well being. This season has so many incredible interviews, so many wonderful tips. And I am also really excited to share with you some of my own refinements of well being. And so I will be sprinkling in three different solo interviews with you over the course of this season. So join me now for the first of these solo podcast interviews, as I talk to you about birthing a new way of well being at work and in life. Before I jump in to how I'm going to break this down, I'd like to encourage you to take the Inner Game Leadership Assessment. There are nine different essential inner game leadership competencies that I've been studying and doing a lot of research around. Many of these are highlighted in my new book . When you take the assessment, you will see where your strengths and gaps are, so that you can level up and upskill. The link will be in the show notes under Inner Game Leadership Assessment. 3:07 Carley Hauck So let's go ahead and step into this incredible episode. There's a lot of information I want to share with you. So I'm going to break it into three parts. I went to live and work and be in Costa Rica, which is one of my favorite countries that I've been going to annually for five years, but visiting for about 10. I'll break this interview down is to focus first on my inner well being journey in Costa Rica and the refinements and the learnings that I had, that I think will benefit you. Second, I would like to share some of the science around happiness, and specifically around some of the Blue Zones research that has been conducted mostly by a colleague of mine, Dan Buettner, but also by many other folks to really understand what supports longevity, well being and people really living their best life because don't we all want to love and live our best life? Definitely. And then lastly, I'm going to leave some prompts and questions so that you can help design a life with greater wellbeing. Okay, let's start with part one. How I upskilled my inner well being and some of the refinements that I made and I'm continually integrating now that I'm back in the US. So I went to Costa Rica for three months, and I want to share that that was a big planning process for me, it wasn't something that I just decided to do, it was something that I knew that I wanted to prioritize in 2022. And a part of that actually came about because I could really feel a high level of burnout at the end of ‘21. And I knew that based on what I had on my plate in ‘22, I couldn't really take that much time off. But I knew that I could prioritize it for the end of ‘22, and into the beginning of ‘23. Because without it, I was not going to be able to bring my best to my life, to my family, to my friends, and to be able to be in service in the way that I want to for leaders and companies, especially as everything is being restructured. This is a time where I feel I have immense value to add. But I can't do that, if I don't have enough energy, to be able to provide that type of dedication and commitment. In order to live in Costa Rica for this period of time, I had gone through a lot of letting go in the previous few years. If you really knew me, which I'll share a little bit, I actually have been living this very nomadic life since May of 2020, which is not actually something that I think is for everyone. It's not something I ever thought I would be up for. But I had to leave my home in Oakland in May 2020 because the quarantine, and pandemic created some hostility in my van landlord, and she became very irrational. And it was not psychologically or physically safe for me to remain there. So I ended up moving away, six hours away to a very remote but beautiful location in the Eastern Sierras and the summer of 2020, right before Black Lives Matter hit in Oakland. So it was actually quite a blessing and a gift for me to leave, I ended up suing her. I won the lawsuit. And that took me on this really crazy journey of living in lots of different areas and cities and communities trying on, trying to figure out where home really wants. I lived in North Carolina, in a very small mountain town, that was 8000 people for the majority of ‘21 with some breaks going to Sedona living in Bend Oregon, trying on San Diego. And then in ‘22, I moved back and relocated to California. But I left the majority of my things in a storage unit, which is still there in North Carolina. And I had the great opportunity to return back to the Bay Area where I spent most of my adult life and also got a chance to try on San Diego. So I share all of that because I have learned to be comfortable with not a lot of stuff with you know, small suitcase with the essentials. And that allowed me to live with even less in Costa Rica for three months. So what did I kind of bring with me? A yoga mat, a clean press that would allow me to have certain you know herbal teas and herbal latte is that is a daily infusion that I have for caffeine in the morning I had you know two bags of clothing and brought two books, my journal and just really let go of a lot because I knew that I was not going to be able to get the same products without spending a ton of money. There is no Amazon in Costa Rica right now, which is wonderful, but it really does limit what you're able to bring in and therefore buy when you're in country. So I packed the essentials. And for basically the first six weeks, I was incredibly unplugged from technology from social media from work and this was part of my sabbatical. And I knew that I needed this time to refill my well and to be able to focus on other learning and other nourishment. And I have spent probably the last 15 years of my life, taking the last week to ten days in silence at the end of the year, this is a pretty regular ritual and refinement of mine to be able to really purify the mind, body and heart. And so this time of year, the end of December of ‘22, I actually spent almost a month and a lot of silence. And that was really nourishing for me. And that allowed me to really honor my slowness, my emotional sensitivity, and my desire to have more time for embodiment for rest in play. And because I was mostly in silence, rest and play just look like staring at trees, it looked like listening to howler monkeys, it looked like swimming in the ocean. And I believe that the more and more that I listen to what is my natural rhythm, just like all of us have a natural rhythm, and I'm not pushing beyond that which I have tended to do in my life, working with tech companies, and just trying to kind of be a super woman at certain times, the more I can really honor what is true for me, especially in my early 40s, and not in my 30s anymore, the more I have to give, the more value and wisdom and curiosity and passion I can bring to my clients into the companies and leaders that I work with. 12:30 Carley Hauck Some of the refinements of my mind was just having even more gratitude, taking more time and slowness. Really letting myself know that no matter what was happening in life, that I was safe. I think there are some times that I am leading from fear versus I have everything that I need. So just having more and more time to harness this and cultivate this, from a disengagement of social media, of work, was really healing for me. Some of the refinements that I made towards food. This was kind of a blessing and a challenge. Honestly, during my entire three months, the food in Costa Rica in my experience in comparison to the US is pretty basic, it's very pure, which is, which is a positive but can also be a negative. And so therefore, the grocery stores have very basic ingredients, they are importing certain things. But there's so much less selection than what you would find in a grocery store in the US. So the fruits and the vegetables that you can get at the farmers markets or even in the grocery stores are different. They're tropical, for example, and I would say mostly the fruits, not the vegetables, but you can find papayas and mangoes and passionfruit and watermelon. The vegetables are pretty similar. But one area that made a huge comeback for me was celery. I started actually having celery juice every morning. And that is something that I have continued on since I came back to the US. I have found that that has been really healing for my body. And also based on some of the challenges that you'll hear about that I underwent with water and sanitation. That food actually felt just something that was easy for me to digest. So what I found in living there and working there, which is different than being on retreat, which was a lot of my experience in the last five years, as I've taken the silent time at the end of the year, was that the food was very expensive. And it was expensive to buy. It was expensive to prepare because spices were very expensive. A jar of coconut oil was about $15 US, a jar of peanut butter was $12 and some of this was just based on added taxes so I began really rationing my food. One, it was very basic, two, it was just very expensive. I avoid throwing food out as much as I possibly can, no matter where I'm living, but I did this even more in Costa Rica just due to how expensive everything was. So I ended up actually losing a fair bit of weight that I didn't mean to lose. And some of my refinements for my you know, eating there was as I said celery juice I would have papaya and papaya seeds, which are anti parasitic I would, you know, cook a lot of things ahead of time, even more than I do in the US because I found things actually went bad more quickly. And I think maybe some of that is that it's less genetically modified, I think the storage ability, and also just when you're getting the fruits and vegetables, they're not refrigerated, for example. So they might be getting to you a little bit more ripe. And the other thing that happened while I was in Costa Rica, and this, you know, this goes back to kind of refinements around food is that I unfortunately came down with three stomach bugs, likely parasites, I'm still actually just landing in the US and trying to get a sense of what actually happened to my body. So I will be finding out some more information in this next week. But the water quality, depending on where you are in the country, closer to the ocean, not so great, higher in the mountains much, much better. And I got two different parasites, bugs and my last month, and that just really tipped me over the edge. So while my well being was up-leveled, in certain ways, it was definitely very much downgraded in other ways. But I am coming back with some great learnings. 16:25 Carley Hauck So let's talk about physical activity, what were some of the refinements that I ended up making? Well, it's so interesting, because prior to going to Costa Rica, I've always, you know, had a yoga practice since I was 17. And I definitely prioritize physical well being and daily exercise, but I didn't have access to a gym. So I ended up using rocks for weights. And I found just a lot of natural ways to add weight bearing activity, definitely less than what I would do in the States, but it still at least allowed me to have some muscle tone. So that might be swimming. That might be you know, just, you know, adding more weight to my daily biking. When I was living the last month in Costa Rica I was down on the Caribbean side, and I did not have a car. So I was biking everywhere. And I did that because I was really experimenting with regenerative living. And that will be something that I'll talk just a little bit more about. But what I would say became such an essential thing that I think sometimes we take for granted, was having clean water. The water that I had available to me the last month was purified as much as it could be in the casita that I was renting. But the tap water was very unhealthy. And so as much as I could, I tried to, you know, cook things in the purified water, but based on the fact that I was working remotely, you know, it just took so much more time, how am I going to bathe? How am I gonna brush my teeth, every single thing has to be this filtered water, which just takes a longer process. So I became just so much more aware how important clean water is. I mean, that was always a thing, it's always been something I prioritized in the States, I use a Berkey filter. But when you don't have access to it, you're gonna get sick, and it is really going to negatively impact your well being. The other thing that I really wanted to try on in a deeper way, was living regeneratively when I was living in Costa Rica and this you know, this is a part of well being because if the planet's well being is not prioritized, and our well being is not going to be at the level that it can be we're neither of us are going to flourish because we're all connected. And so again, if the water is not healthy in Costa Costa Rica or wherever you are, then you're not going to be healthy. And so Costa Rica has a real focus on sustainability and I'll be sharing more about that in another podcast. But reusing plastic was a huge priority for me. I did not want to bring in more plastic to this country that frankly doesn't want it, doesn't need it. But with all the tourism and development happening. The tourists are bringing in loads of plastic and the grocery store there. Some grocery stores are giving out plastic bags. So I brought my own bags just like I use in the US. And anything that I had to buy that had plastic I would reuse as basically Tupperware and just take that with me wherever I went. For those of you that may or may not know, only 7% of plastics can actually be recycled. And so much of our plastic use is single use. So it really makes a difference for you to bring Tupperware to recycle, what containers you're using to bring cloth bags, to, you know, have cloth diapers if you can, because so much of this stuff is just going into our water, it's going into our soil, it's going to our air and again, not contributing to our well being or the planet's well being. I ate and bought mostly fruits and vegetables from farmers markets as much as I could. And I shared a car with a friend, which we had only for two weeks. If I had to fly, which we only did once I flew with a local airline, Sansa, which has much smaller planes. So there was less fossil fuels. The last month of my trip, I was biking, I also walked as much as I could. And there you go. That was a way that I limited fossil fuels, and I limited plastic and I ate as much plant based as I possibly could. Because the more we eat whole foods, plant based diets, the more we mitigate climate change and fossil fuels. 21:32 Carley Hauck So let's go into this next section, which is really about what did I learn from the culture of Costa Rica, and the people there around happiness and well being? Well, for those of you that have listened to the podcast for a while, you might remember me mentioning this, but one of the very first classes that I was invited to teach on at Stanford, which was almost 10 years ago was happiness. And I remember reporting at that time that Costa Rica had been noted as one of the happiest countries in the world. It seems kind of funny, to me, even now that I had a class called Happiness. Why do we even have to be taught how to be happy, right? Shouldn't that just come automatically? But as we know, some of our values in the US and in other countries do not focus or prioritize happiness or well being, in fact, we're prioritizing economic development and growth, the GDP, which is not actually correlated with wellbeing, working more, making more money, actually means we have less time for happiness and well being. And since that is the opposite value, and the priority of Costa Rican government and culture, I think we could definitely learn a lot from them. So these are some of the things that Costa Rica has done just in their government structuring that supports well being and happiness. And what I would say too about happiness is that when we think about happiness, it's an emotion. It's fleeting, we might feel really happy when we have a baby, or we get married, or we get that job promotion that we've been wanting for a really long time. But those things are not sustainable. What I would say and this is what I offered to the students in my happiness class at Stanford was contentment is much more realistic. How can we orient and design our lives to be contented versus happy, where we don't have to have these huge surges of experience that create happiness, but rather, we're able to actually feel experience of contentment throughout the day, which is, I feel contented drinking a cup of herbal latte. I feel contented when I exercise in the morning, I feel contented when I look at a body of water. I feel contented when I'm able to talk to my parents every week, right? How are you orienting around contentment versus happiness? So let's take some research backed evidence based practices from Costa Rica on how they have created a more... /episode/index/show/shineyourlight/id/26246898

63. 4 Questions for an Abundant New Year 01/04/2023

62. Surfing Uncertainty with Patience and Courage with Carley and Marc Champagne 12/16/2022

62. Surfing Uncertainty with Patience and Courage with Carley and Marc Champagne In this final interview of 2022, I’m joined today by my friend Marc Champagne for a joint interview that is packed with great resources that you can take with you for reflection and action as you move toward the end of the year. Together Mark and I speak authentically about how we have navigated the uncertainty of entrepreneurship and share the tools, frames and prompts that can support you with greater confidence and resilience. We address which mental fitness tools and conscious leadership skills are going to be most helpful now and into the next year, and lastly we speak about how to the identify signs of burnout so that you can pauses and shine your brightest. Key Takeaways: [3:29] Titles and bios aside, meet the torch lighter and the curious human. [6:40] Tactics for approaching uncertainty and ambiguity with mental fitness. [12:58] Finding clarity in the unique work that you are called to do. [17:35] Strategies for uncovering your purpose with a clear state of mind. [22:54] How Carley’s dream job motivates and guides her work every day. [24:20] The highlights the common thread between all top thinkers and thriving leaders. [26:05] Carley and Marc share their daily practices, prompts, and flow. [33:03] Daily check ins can tell you truths you might be pretending not to know. [38:35] How can you recognize when burnout needs to be answered with more than a day off? [44:01] Building the new paradigm of work starts with changing our strategies to support conscious leadership. Guest Links: SHINE Links: Thank you for listening. Want to build a high-trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Building Trust Free Gift — Carley Links: Book Carley for Speaking — Leading from Wholeness Learning & Development — Carley’s Book — Executive Coaching with Carley — Contact Carley — Carley’s Patreon Page Well-Being Resources: Inner Game Meditations — Doterra — 4 Sigmatic — 15% Discount code Shine — Social: LinkedIn — IG — Website — Newsletter — Shine Podcast Page — /episode/index/show/shineyourlight/id/25345833

61. When Ordinary People Become Extraordinary People with Lynne Twist 11/22/2022

61. When Ordinary People Become Extraordinary People with Lynne Twist On this powerful interview of the Shine Podcast, I am joined by one of my favorite friends and mentors, Lynne Twist. Lynne is my only return guest to the podcast, and has joined me today to discuss what happens when ordinary people become extraordinary people. We speak about the current dissolution of our workplace and world, and how we can transition from leading with greed and fear to leading with generosity and love. Lynne’s new book Living a Committed Life- Finding Freedom and Fulfillment in a Purpose Larger than Yourself points people to powerful stories, questions, and inspiration to rise into leadership. Together we consider the importance of acting now with courage and intention so we can change the trajectory of our fate based on how we show up in our lives today. If you have ever wondered what you can do to align your values with impact and lasting change around some of the larger problems in our world, I am confident that this interview will inspire the answers you have been seeking. Key Takeaways: [4:09] The power of Lynne’s book, Living a Committed Life- Finding Freedom and Fulfillment in a Purpose Larger than Yourself matches the greatest needs of humanity today by making options for engagement with people and planet accessible to all. [12:55] Three questions that will awaken your soul to what matters most to you. [18:58] Highlights of the Sacred Headwaters project initiative and the importance of protecting the Amazon waters and its indigenous groups. [28:05] Details about how anyone can get involved in preserving the extraordinary natural treasures around the globe. [32:16] Advice for navigating the overwhelm that comes with approaching the grandest commitments of your life. [39:45] Lynne shares her experiences and wisdom as an angel mother to a revered Nigerian leader. [48:52] Seeking a life of commitment and meaning can fill the void that weighs so many of us down. [51:50] What is yours to do? What courageous and responsible action can you take today? [52:30] Carley shares an excerpt from Lynne’s book to inspire you, and offers one simple way that you can get involved in what matters to you today. Guest Links: SHINE Links: Thank you for listening. Want to build a high trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Building Trust Free Gift — Carley Links: Book Carley for Speaking — Leading from Wholeness Learning & Development — Carley’s Book — Executive Coaching with Carley — Contact Carley — Carley’s Patreon Page Well Being Resources: Inner Game Meditations — Doterra — 4 Sigmatic — 15% Discount code Shine — Social: LinkedIn — IG — Website — Newsletter — Shine Podcast Page — /episode/index/show/shineyourlight/id/25094262

60. The Future Is Up to Humans- Invest in Sustainable Finance with James Regulinkski 07/06/2022

60. The Future Is Up to Humans- Invest in Sustainable Finance with James Regulinkski On this 60th episode of the SHINE podcast, I am delighted to share this amazing interview with a new friend, James Regulinkski of Carbon Collective. Together we talk about the important subject of sustainable finance and investing. In this interview, you will learn how we can 10x our return on investment for climate and the impact of investing in ESGs versus non ESGs and how that supports a world that works for everyone. We also talk about Project Drawdown and how that was a huge inspiration for the mission and vision of Carbon Collective and how they choose their investment portfolios. Lastly, we speak about the special co-founder relationship of James and Zach and the practices James engages in as an early stage entrepreneur to keep his light shining bright. Guest Links: Fossil Free Solutions — Carbon Collective — How Banks Could Bail Us Out of the Climate Collective — l Aspiration Bank — https://www.aspiration.com/ Beyond Science Based Targets — Symbrosia — SHINE Links: Thank you for listening. Want to build a high trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Building Trust Free Gift — Carley Links Book Carley for Speaking — Leading from Wholeness Learning & Development — Carley’s Book — Executive Coaching with Carley — Contact Carley — Carley’s Patreon Page Well Being Resources: Inner Game Meditations — Doterra — 4 Sigmatic — 15% Discount code Shine — Social: LinkedIn — IG — Website — Newsletter — Shine Podcast Page — The Imperfect Shownotes 0:01 Carley Hauck Hi, welcome to the SHINE podcast. My name is Carley Hauck, I am your host. This podcast focuses on the intersection of science, the application of conscious inclusive leadership, the recipe for high performing teams, and awareness practices so that you can cultivate the conscious inner game skills to be the kind of leader our world needs now. Please go over and hit the subscription button so that you don't miss any future episodes and so that you have access to all the wonderful episodes of the past three years. Additionally, go to leadfromlight.com This is my free newsletter that also gives you bi weekly inspiration and alerts you to new podcast episodes. This is the 60th episode. And it will be the last episode for the next couple of months as I regroup and take a well deserved pause. The SHINE podcast has been shining bright since May 2019. And I am delighted to share this amazing interview with a new friend, James Regulinkski of Carbon Collective and we talk about the important subject of sustainable finance and investing. In this interview, you will learn how we can 10x our return on investment for climate and the impact of investing in ESGs versus non ESGs and how that supports a world that works for everyone. We'll also talk about Project Drawdown and how that was a huge inspiration for the mission and vision of Carbon Collective and how they choose their investment portfolios. We'll also speak to the special co-founder relationship of James and Zach and what James does as an early stage entrepreneur to keep his light shining bright. The future is up to us humans. I can't wait for you to listen. Thanks so much for being here. Carley Hauck 2:28 Hello, SHINE podcasters thank you so much for joining me and my friend James Regulinkski. He is the co-founder of Carbon Collective. And James, I'm so excited to have this conversation with you. Thanks for joining me. James Regulinkski 2:44 Oh, Carley, thank you so much for having me. This is a pleasure. Carley Hauck 2:46 Well, one of the first questions that I often ask folks, because SHINE is about conscious, inclusive leadership is: what does conscious, inclusive leadership and business mean to you? James Regulinkski 3:05 I love this question. I love to challenge my thoughts on this a lot. And I think my opinion might be a little bit out there. But I guess that will be for all of you to decide. So I think the number one thing that a leader needs to do, which is particularly hard in the US, is to realize that their job is not to lead, their job is to support every other person at the company and the organization. I think with the sort of the culture of the individual, we get hyper focused on what are the superpowers and strengths and talents of leaders? How cool are they? What is Elon Musk gonna say next, what kind of personality do they have? And I think most things happen in the world, because you have an incredible team there. And so, well, my job, my probably my most important job as the founder has been too, to bring the right team together to make these things happen. It's closely followed by making sure that that team has all the resources they need to to thrive, that they don't aren't blocked by things that don't need a block be blocked by that. We haven't created systems that impede them from being the best selves, that we haven't detracted from their life in a way where they can't bring their best selves to work, and that we're using their skills on the right problems. So vision setting can help sort of establish the direction and the momentum of the company and, and the holding, holding different parts of the processes that need to happen so that that people's time is being used effectively and that we're all going in the same direction well, can look a little bit like what we often call that sort of leadership set setting. They're like, Oh, I'm this is the map to where we're going. For us Carbon Collective we talk a lot about the inverted pyramid that as co-founder, as one of the co founders My job is to support and let everyone else stand on my shoulders. Carley Hauck 5:05 Some of the salient things I heard you say, and thank you for that answer, was really creating the atmosphere for your team to thrive, so that they can bring their best selves. And the truth is that we bring our messy selves to right. You know, it's like, it's like, it's not one without the other sometimes. Right? James Regulinkski 5:26 And part of that, exactly, I think it's sometimes similar to parenting, which is like, co-founders can have conflicts, and we fight, but we don't. We don't. Sometimes parents don't resolve their fights in front of their kids. And so kids never see that there is a resolution process. And similarly, Zach and I tried to resolve any problems that we have ever had in the space of the company. So we show how resolution of conflict occurs and what aspiration we have around that. That's a way in which we sort of live that and show our messy selves. I don't pretend I go through my ups and downs cycle, I don't pretend I don't have them. We are initially talking about like, Oh, should I just not come to a morning meeting? If I'm, if I'm having a down day? And the answer is no, absolutely show up. But also let everyone know that this is where you are and what you can and can't do. And that reminds people that having limits stating your limits, communicating those is part of, of giving everyone permission to do that. And if if you're in a place of that's traditionally viewed as a place of power, the example you set probably has more weight than what you say, if I if I tell everyone I'm about to go take a run to deal with anxiety, it's going to be a lot received much more differently, in terms of giving other people's permission to say, oh, there, it's okay to deal with anxiety and not just hold it inside. Then if I say, you know, say nothing about it and have radio silence, or just sort of shutdown and don't respond to people well. Carley Hauck 6:54 Yeah, I love that you're, you're really talking about leading from authenticity from vulnerability. And so that leads me to the next question, you have a very special relationship with your co founders, Zach Stein, and from what I've heard from listening to a couple interviews that you both have done separately, is that you've been childhood friends, I think since you were four, right? You grew up in the Bay area together, you had lots of, yeah, lots of interactions, and then you moved away, because your family went sailing around the South of France, I totally want to hear about that. And then you found each other again, after you came back, something like that? James Regulinkski 7:35 Our dads were friends in college. And so as you know, we were sort of four to 10 ish. We were, you know, at each other's house all the time. And we have great stories of building forts, bailing out tree forts, from our sliding down mountains together, and just being completely silly as kids. And that was, like, you know, one of the one of those friendships that you, you, you hold on to, like, it's, it's formative, if you will. But when we by the time, you know, I left to go sailing around the world with my family, and, and Zach actually came and visited us a couple of times. But, you know, by the time we were in high school, and then college, we were living in different parts of the US and going to school elsewhere. And there was not, you know, we have that we have that gap, you change, you grow. But I did, when I moved back to the Bay Area, I took a job at ALL Power Labs, which was in Berkley, and I was biking home one day, and saw someone coming back for basketball. And he looked really familiar. And I don't remember who said it first, but we started staring at each other. And so we literally ran back into each other on the street, and started discovering who we were as adults and building a new friendship that wasn't based on necessarily just the childhood memories, but seeing where we had come and what we were up to. And then I got pulled into his entrepreneurial journey. And we started another company together. And the growing that we had, while maintaining that friendship made us both, I think, better at leading, better at being part of a company better at being mostly just better at being human and vulnerable. And then growing together and letting someone else sort of push you and and support you. Because I think both of those are necessary. So that was it is a it has been a joy to work with Zach and go through all of those all of the hard times and all of the exhilarating thrilling times. Carley Hauck 9:40 Well, you know, I teach a lot with leaders and teams on creating a foundation of psychological safety. So that trust, innovation, belonging, high performance can really exist. And so what I imagine is there's a real strong level of psychological safety and trust between the two of you because of the longevity of your relationship. And when I speak to psychological safety, it's, you know, maybe there's criticism, maybe, you know, maybe sometimes your real messy selves come through. But there's such a level, and this is my assumption. but there's a level of trust and like, you know what, Zach's kind of being an asshole today, but I really know he's got my back. Yeah, or vice versa, I really know that we will be able to resolve this conflict. And so I feel curious, how do you resolve your conflict? You know, together? You were mentioning that before? And what do you think supports you to do that to come back and say, Hey, we've got the same mission, we're on the same team. Let's, let's let this kind of pass, let it go and get back to what we're here to do. Or I don't know, maybe that's not the narrative you have, maybe it's something different. James Regulinkski 11:00 I mean, for us, we know that we are not going to be successful without each other in this company. And maybe it'll get to a point where one of us could leave in the distant future. And that would be fine. But like, right now, the company is what it is because we both brought our selves to this and what was so valued, like what we valued. I want to take a step back a little bit to talk about how we sort of developed because after that, that hiatus in the friendship, like, you know, as adults, you are a different person than you are as a kid. And so we did intentionally rebuild that space of psychological safety. And it came in a fairly messy process, which I won't describe here because then you know, everyone will be psychoanalyzing me, but be no one wants to hear that, that the details of that drama, but one of the things we stumbled upon is a really great tool for us to, to grow, was we would read books together, we would both we listen to books, we both had a shared Audible account. And there are books on on leadership on communication on psychological safety, whatever the topic was, because we found that one of us would go and read something and get excited about and try to explain it to the other, the other person would be like, Well, I don't see how that fits into my life I like and then starting, the person would have the first person who brought it would be like, I now need to defend this idea. And, and it would become a big issue. If we both read it at the like, one right after the other, and then came and talked about the ideas and how they might or might not fit into our work life or our relationship. That allowed us to sort of step back and be collaborative together on on that and see how it could fit in. So we have our like our list of favorite books that that helped us. And one of them was Nonviolent Communication by Marshall Rosenberg, yeah, absolutely, which is a treat to listen to, because they'll actually sing some of those goofy songs, which most people tell you to skip over. But anyway, having that shared reading, and then making an aspirational goal of using that in our communication gave us all of these tools to fall back on. Zach also has a lot of talents. But one one that he brought, or one idea that he brought into our relationship was name entertainment. So as we observed something that happened again, and again, we would just give it a name, so we could talk about it. And little tricks like that allowed us to sort of separate out the strong emotional anxiety, tension elements of any issue that came up, which sometimes was interpersonal, strictly. And sometimes we were feeling strong emotions, because we're raising big chunks of money and hiring people and firing people and, and having to make decisions about the fate of the company. And not knowing whether it was right or wrong. So some of it was external, but you'd still have that strong emotional stance and being able to, to really see the other person. And to practice active listening, for example, again, coming out of the shared reading, and being able to know, what, see what the other person was doing in the practice of seeing the other person or of active listening has just allowed us to continue to help each other grow. And like, I know that Zach has made me a better person, a better leader, a better participant in this company, and that is that there's really the foundation of a trust is that at the end of the day, I have seen how Zach has helped me become a better person. And so I can look back at that when I'm having a frustrating interaction or maybe I'm just hungry or maybe I'm fresh, like scared about something or worried about something at work and bringing that into conversation I would I ever need to take a step back and take a step back and can look back at this this now, you know, five years of working together. Six more than that now. Wow. And remembering like all the times that he has, he has been there that we have worked through the difficult thing we have used the skills we have learned to grow. And so that's really cool. And that's how we got there. Carley Hauck 15:02 Thank you. Yeah, that's what I was hearing is that you, while leaders are learners, so you're already doing one of the right things, I also hear that you've been growing your self awareness and therefore able to self manage when those bigger emotions come up and even name, hey, this is happening right now. And what I hear is that you've had different tools to lean on, that have supported you to move through the conflict. So I could go further into leadership, but why don't why don't you tell our listeners that you are the co-founder of the Carbon Collective, which is such a cool business. And it started in 2019, right before the pandemic, so you've had quite, you know, I don't even know what to call that quite a mountain. That's your first starting a new business in the midst of such a pivotal time. James Regulinkski 15:54 Honestly, I think that starting right at the beginning of the pandemic was really for us, it was worked out really well. The whole world changed to remote work, and Zach and I wanted to be working remotely anyway. But it also meant that people were more available for these kinds of interviews. So the start of the business, we didn't know exactly what we were gonna do. It wasn't like we were chatting, like, oh, I have a perfect idea for business. Let's go start this. We were like, we finished up our previous startup, we wrap that up, end of 2019. So really, it was right at the start of 2020. And we knew that we wanted to be working on climate change, we knew we wanted to be building something that was directly impactful to people's lives, and that we could actually manage with the skills and resources we had at the time. So it wasn't like we needed to go learn how to be a chemical engineer to start a product or go find that person that was what is what is with the skills we have now how can we build this. And so really, it started out with just finding exercises, we sent out a survey to everyone we knew and we asked them to send it out to everyone they knew to understand how they related to their anxieties around climate change. We interviewed like 150 people or something both individuals and professionals in the space, trying to understand how they related to the money and their anxieties and climate change and, and their work and sort of this sort of broad space. And we started to come up with ideas that seemed like they might work. And it wasn't until that summer that we started to see how, as a planet, we have all the technologies that we need to solve climate change, but we weren't putting enough money collectively into solving them, we need to be investing about $5 trillion every year. And while that's a large number, it's not an insurmountable number. And well, there's a lot of new technologies that need to be implemented. It is not a novel idea, like go engineer a new thing that has never been seen before, we have all those tools. And so now we just need to direct that towards the solution. And we discovered that people get exhausted by making constant decisions, making frequent decisions every day. And so having one time decisions helps allow you to be more likely to stick with a solution. And all of that came together into this idea, which is what Carbon Collective is, which is an online investment platform that allows individuals to divest their money from fossil fuels, invest in climate solutions, and put pressure on companies. And having that all sort of automatically taken care of for you means that you're not having that one more thing we're like. I'm gonna ignore the fact that my money is fueling the future I'm desperately trying to avoid in every other part of my life. And I don't have to worry about, you know, constantly readjusting or putting pressure, etc, that someone else's, is taking care of that and then sharing that process with me, because I don't think it's enough to say, Oh, we got this where you don't have to think about it,... /episode/index/show/shineyourlight/id/23644256

59. How You Can Protect the Ocean’s Health and Marine Life with Lou Cooperhouse of BlueNalu 06/08/2022

59. How You Can Protect the Ocean’s Health and Marine Life with Lou Cooperhouse of BlueNalu Today's episode is on the important subject of how you can protect the oceans' health and marine life. I’ve had a major crush on this company, BlueNalu, and you’ll finally get to hear why I’m “true blue” for BlueNalu and President & CEO Lou Cooperhouse. We are at the forefront of a generational shift towards healthier, more sustainable eating that is good for people, the planet and accessible to all. BlueNalu is on a mission to be the global leader of cell cultured seafood, and to provide consumers with great tasting, healthy, safe and trusted products that support the sustainability and diversity of our ocean. I talk with Lou about his individual and company core values and how he shows up as a mission driven and consciously inclusive leader. He shares the inspiration of developing BlueNalu, and why we need cell cultured seafood now more than ever. Lou gives a sneak peek of what we can expect, as the company makes it’s way onto a plate near you in the very near future. Guest Links: BlueNalu - BlueNalu on Instagram: BlueNalu on LinkedIn: SHINE Links: Thank you for listening. Want to build a high trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Building Trust Free Gift — Carley Links Book Carley for Speaking — Leading from Wholeness Learning & Development — Carley’s Book — Executive Coaching with Carley — Contact Carley — Carley’s Patreon Page Well Being Resources: Inner Game Meditations — Doterra — 4 Sigmatic — 15% Discount code Shine — Social: LinkedIn — IG — Website — Newsletter — Shine Podcast Page — The Imperfect Shownotes 0:01 Carley Hauck Hi, welcome to the Shine Podcast. I am so happy you're here. My name is Carley Hauck, and I am your host. This podcast focuses on the intersection of science, the application of conscious, inclusive leadership, the recipe for high performing teams, and awareness practices so that you can cultivate what it takes on the inside, the inner game, to be the kind of leader our world needs now. I facilitate two to three episodes a month. And before I introduce this wonderful topic today, please go over to Apple podcasts, hit the subscribe button on this Shine Podcast. And if you love this interview, which I am sure you will, please share it with folks that you think will benefit or it will inspire, and write a five star review. All of this helps so much. Thank you, we are in season six of the shine podcast. And this season is really focusing on how we design our lives at work at home, to be in greater harmony, and optimize for the well being of ourselves or communities or co workers, and most importantly, our greatest stakeholder the planet. Today's episode is on the important subject of how you can protect the oceans health and marine life to thrive. Lou Cooperhouse. So I want to tell you all, I have had a major crush on this company, BlueNalu. And as you hear more, you're going to understand why I am true blue for BlueNalu. Carley Hauck 1:55 And I have been waiting patiently yet persistently to have this interview with Lou Copperhouse for over two years. So just to give you a little backstory, I began the podcast over three years ago, it was part of the research I was conducting in order to write my new book Shine, Ignite your Inner Game to Lead Consciously at Work in the World. And the impetus for writing Shine was because I didn't have any hope for the world that we were living in. The science around climate change was just annihilating. I had nightmares for nights, when I really understood the precipice of what we were standing at, the opportunity to shift it. And so I decided I was going to take a stand for what I could do in this lifetime, to create a world where humans and planet could flourish, where business could be best for the world. And so the way that I've been able to do that is by shifting the hearts and minds of men, women, all people that have influence at the leadership and business level. And I've also amplified those leaders and businesses that are disrupting the old ways, with solutions that will support our thriving through the podcast through my book. And when I think about a business's greatest opportunity to be best for the world, it is a company with a mission and vision like BlueNalu. We are at the forefront of a generational shift towards healthier, more sustainable eating that is good for people good for the planet, and accessible to all. BlueNalu is a cellular agriculture company. Which means that living cells are isolated from fish tissue placed into culture media for proliferation, and then assembled into great tasting fresh and frozen seafood products. BlueNalu whose mission is to be the global leader and sell cultured seafood, providing consumers with great tasting healthy, safe and trusted products that support the sustainability and diversity of our ocean. The interview that you will be listening to is with the president and CEO of BlueNalu, Lou Cooperhouse. I just realized as I was getting ready to record this intro that there's something actually even more special about this company and this leader for me. So one of the catalysts for me writing my book was that seven years ago, I was having a conversation with my nephew. His name is Cooper. He was four at the time. And as you just heard, Lou Cooperhouse. We've got Cooper twice is the interview I'm about to release to you. Well, Cooper looked at me when he was four. And he said, Auntie Carley, “will you help me save the ocean?” And at that moment in time, I trembled with that responsibility. But I also knew I couldn't say no. And so that actually brought me on the journey that I'm am now. And I believe that this company can help save the ocean. So thanks to Lou, and everyone at BlueNalu. And everybody supporting this company to shine. This one's for you, Cooper. Hi, Shine podcasters I have saved a wonderful leader and interview for you all I found out about Lou and this wonderful company BlueNalu, probably about two years ago. And before my book Shine came out, I sent Lou a copy because he exemplified this conscious, inclusive, mission driven leader, and blue. I'm so happy to have you. Thanks for being here. Lou Cooperhouse 6:11 Thanks, Carley. It's a real honor to be on your podcast. Thank you. Carley Hauck 6:14 So I wanted to ask you one of the first questions that I typically ask leaders and guests here, is what does conscious inclusive leadership mean to you? Lou Cooperhouse 6:25 It's a great question. And, and my career actually spans almost 40 years now. And I've had the fortune to be in a number of leadership positions. But the end the day, it's all about the team, really a team that respects each other, and the team that also represents diversity, diversity of thought, background ideas, and really bring something to the table, but also recognizes that nobody has all the answers. So it's, it's really a spirit of open innovation collaboration, internally and externally, that I've really found to be really, really core to culture, and the values that embody a very successful company, where all of us are leaders, I am obviously the CEO of the company. But really, it's creating leadership at all levels. And also inclusivity, and respect, and communication, and empathy, where we all support each other. So that, you know, literally one plus one equals three and one plus one plus one equals seven, and so on. So so it's really trying to find that that synergy that really comes from an outstanding team. Carley Hauck 7:35 Wonderful. Well, I'm really hearing you focus on the team. How do you create this happy, healthy, thriving team that's really focused on the North Star, because your company is very mission driven. And I'm really excited for you to tell folks more about your your mission and your vision. So let's talk a little bit about how you came to BlueNalu. And you had shared with me before we hit record, there was kind of this like, awakening this, this aha moment, because as you said, you've you've been in the food space for a long time. How did you find your way to this particular company, and this particular focus? Lou Cooperhouse 8:21 I mentioned, I've been in entrepreneurship positions at large companies, including Campbell's and ConAgra and Nestle funded startup and pioneering all kinds of technologies and trends for many, many years in many different categories. A lot of firsts along the way, you know, first application of various technologies, the first products that really leveraged, you know, certain medical nutrition areas like gluten free or, or even diabetes products, you know, some time ago. But my aha moment, you know, really came from the period of 2000, on where I actually was doing a lot of consulting, and my consulting was actually in business incubation entrepreneurship. And during that time, I also started and ran the Rutgers Food Innovation Center, as an executive director of a program that supported many entrepreneurs, and I found myself being nicknamed Mr. Wonderful quite a bit, but never really been satisfied with all the ideas I heard, and really asking everybody about really what what is your differentiation? What is your USP? Why should I care? And along the way, I learned about all with all those happening in alternative protein. I was personally mentoring several clients in plant based categories. And I found some opportunities there, but also some limitations. And I was kind of really fascinated by both precision fermentation, but even more so about self culturing. And I found myself Carley really talking about this and kind of various public presentations about food trends, technologies, and then And there was actually an aha moment, I was actually in Hawaii in 2017. And I was asked to kind of motivate the entrepreneurs in the audience. There's about 300 people at this Hawaii Agricultural Foundation, actually, in Honolulu. And my whole objective there was think big, think differently, you know, really look at export opportunities, and so forth. And I found myself really profiling some most exciting things happened in food tech. And founding, you know, really talking about the space in alternative protein, as the most transformative disruptive thing I've ever seen, arguably, ever in mankind, describing this as the most transformative thing for any industry, very much like computers was in the 70s. Here, 50 years later, still seeing advances there. I said, food tech is the beginning of something that's happening now is very transformative. And you know, that I particularly said, we have a fundamental problem. It's right here, it's called the Pacific Ocean. 70% of our global seafood supply comes from, you know, you know, whatever 2000 mile radius of Hawaii, and this is the global problem, whereas the category began with cell culture in our meat, poultry. My opinion, it was really based on where the science that existed, it wasn't really based on where the market opportunity, where the humanity really needed to make the greatest difference. That was literally making the intersection between cell culturing and seafood. And, you know, I found myself, Carley, interestingly enough, motivating myself to actually do something. So it was really through my own kind of transplant, if you will, and looking at opportunities to really support others that I really said, there's such an a huge opportunity that could be so transformative, disruptive. And I felt that I could do it. And sure enough, shortly thereafter, I managed to an investor and one thing led to the other, and I was the co founder and CEO of what became BlueNalu. And here we are about four and a half years later. And we've come a long way. And we're very excited by what we're able to bring to the market in the coming years. So that aha moment really began from me really identifying something that was really driven by benefits, not just for consumers, but also for animals and the planet. So it was really quite the holy grail moment, if you will, that a single solution. So cultural seafood really solved so many ills on our planet. And it was such a unique a differential opportunity that I put myself in under 10%. To really make this happen. Carley Hauck 12:40 Wonderful. Thank you for that story. And so, you know, based on the research that I've done around cellular, agricultural, specific to seafood, is that when you're creating cultivated meat, and the and you could probably say this better than me, this is this is your area, but we're minimizing animal cruelty, ocean acidification because of the warming of the planet, we're also removing the microplastics, because we're not going to be eating any of that. We don't have to worry about mercury in the food supply. Can you tell us a little bit more about the proprietary technology that allows you to create these stable cell lines, and then is able to, you know, have all these benefits so that people that want to continue to eat fish, and so much of you know, the more Asian countries and Southeast Asia, our you know, one of their major food supplies is fish. How do we actually cultivate it so that it's healthy for people, but it's healthy for the planet? Lou Cooperhouse 13:50 That's great question. I think just to build on your question to you know, I think the problem is, is there's a global problem and challenge with our seafood supply. We literally there's a reason why says market price on a menu versus, you know, a beef or poultry product, which is maybe consistent, you know, all the time with pricing availability. So our supply chain is so fragile, and and is diminishing, it's insecure, it's variable. It's fraught with issues of animal suffering, one to 3 trillion fish are harvested if you will slaughtered each year for human animal consumption. It's the greatest amount of lives last, but there's compromise with mercury, microplastics toxins pollutants, as you've mentioned, are something that's increasingly problematic in our seafood supply. There's even been issues with mercury being found in I'm sorry, with microplastics being found in in blood or lungs, recent reports. So back to your question, when the company began, you know, in in early 2018, we recognize that there were a series of opportunities / challenges to actually Get this get this accomplished. First of all, nobody had ever established stable cell lines of commercial fish species. All the knowledge came from mammalian cell culturing, which is, frankly, why many of the companies began on mammalian cell culture inside. Because the knowledge was there, I followed the market, the market opportunity and opportunity create benefits for consumers and mankind, I felt was far greater with seafood, because we could address human health, animal welfare and global food security, which is really unparalleled versus meat poultry products. So we had to literally propagate fish shells, we tried to melee cell culture, technology did not work. So we have created our own proprietary know how an IP for propagating, you know, several 100 different cell lines to date from multiple species of fish. So we have our whole approach was a platform technology, not a single species, we're also want to focus on a ground informed product, but actually a high value whole muscle product like bluefin tuna, specifically toro, so the high value species a high value part and make this increasingly accessible to all. So as you mentioned, to the global demands an all time high, particularly in Asia, as people are consuming more and more seafood because of the health benefits, but, frankly, is becoming increasingly unhealthy due to all the issues I mentioned. So there is a migration for red meat, there's even a movement called Blue foods, for having people consume more product from the ocean. So all we're doing is just, you know, challenging that fragile ocean ecosystem even more. But to your question, we have created their proprietary cell lines, we have created an animal component free media to support them. We have done this without genetic engineering, or scaffolds or microcarriers. So everything that we're doing tonight was focused on scale production. You know, from day one, this was not about an experiment to really demonstrate proof of concept. It's about proof of scale. And that was really the challenge that all of us face. But even more so in the case of seafood, since it was such an unknown, you know, category when we first began. So so it's really the it's not just the the cell line development, but also the food safe supply chain of raw materials, an analog component free basis, and then actually developing the processes for large scale production. So we've even conducted a techno economic analysis of our own to really understand what large scale production looks like, we have been driven by what the end in mind looks like, from the very beginning of the company, to really think about factories. And, you know, I believe we were the first company even talking about what large scale production might look like, you know, with early factory designs that we put out there and actually stage get approached for what large scale production. So the food industry is all about volume, right. And, and, and that's our goal is to be the first to market with scale, particularly when it comes to seafood. And that's what really motivates all of us is to be really driven by the end in mind, but also recognize all the building blocks that it takes to get there. So an awful lot of proprietary know how that all of us in this category are developing. But our focus is also driven by first of all consumers to have products that have the greatest amount of consumer adoption, and the least amount of regulatory challenges for global adoption. So we're really focusing on species that have global applications. We're also focused on Carley displacing imports and creating more food security. So there are certain species we're not working on at this time, in particular, because we really want to work in partnership with the seafood supply chain. So that's part of our differentiation, too, is to really collaborate with industry, I mentioned earlier on internal collaborations, but also external. So we're really proud of the many partners we developed over the last four and a half years as well. Carley Hauck 19:05 Great. Thank you for answering all of that. And I mean, I think what was so exciting for me about learning more about your, your mission and your, you know, the company a few years ago is, as you said, you know, the ecosystem of the ocean is really struggling. And we as humans are 70% water. So my thought is if we don't protect the oceans, we're not good stewards of the ocean. I mean, we're not gonna be here, you know, humanity's not going to be here, the planet will be a and when I think about, you know, just all the fish that are mostly being circulated in restaurants, it's, you know, it's tuna, as you said, it's Mahi Mahi, it's salmon. These are kind of like this staples that you see over and over and over again. And those those fish a lot of them are farm raised or they're they're really unhealthy and if they're being caught with a net In the ocean, that is, I mean, that's destroying so much of the marine ecosystem. There's bycatch involved in that. And so, you know, I see there being missed opportunity to create cell lines of endangered species, right so that they don't become endangered. Lou Cooperhouse 20:21 That's very true. Yeah, we're there. We're certainly very driven by, by I mentioned kind of my career, you know, even working on... /episode/index/show/shineyourlight/id/23361377

58. 6 Solutions to Water Conservation with Brian Richter 04/22/2022

58. 6 Solutions to Water Conservation with Brian Richter This special edition interview of the SHINE podcast is in honor and gratitude of the earth. We are running out of water for our basic needs. There are activities and systems that may need to be hospiced out in order to reconsider the long term effects of how we're consuming water and energy. Today I am focusing this conversation on the six solutions to water conservation with my friend Brian Richter. Brian Richter has been a global leader in water science and conservation for 40 years. In this interview, Brian shares about his journey and leadership in water stewardship and sustainability. We talk about what the current state is regarding water needs and shortages, and most importantly, how to plan for our water usage as the planet continues to warm and actions we can take to conserve water and ensure there is enough for everyone. Thank you for joining me. Guest Links: Sustainable Waters- Chasing Water: A Guide for Moving from Scarcity to Sustainability by Brian Richter- BBC Documentary David Attenborough on “How Many People Can Live on Planet Earth?” Austin’s Water Pre-Planning- Austin’s Great Springs Project- SHINE podcast “Water Stewardship Creates Necessary Alliances in Leadership and Business with Greg Koch”- “Desalination advances in California despite opponents pushing for alternatives”- SHINE Links: Thank you for listening. Want to build a high trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Building Trust Free Gift — Carley Links Book Carley for Speaking — Leading from Wholeness Learning & Development — Carley’s Book — Executive Coaching with Carley — Contact Carley — Carley’s Patreon Page Well Being Resources: Inner Game Meditations — Doterra — 4 Sigmatic — 15% Discount code Shine — Social: LinkedIn — IG — Website — Newsletter — Shine Podcast Page — The Imperfect Shownotes 0:01 Carley Hauck Hi, welcome to the SHINE podcast. My name is Carley Hauck. I'm your host, thank you so much for tuning in. This podcast focuses on the intersection of three things: the how to be a conscious, inclusive leader, the recipe for high performing teams creating more psychological safety, trust, innovation, and belonging, and lastly, awareness practices that you can cultivate to be the kind of leader our world needs now. And when I say the word leader, or leadership, that is a title that we all can step into, because we lead ourselves every day, and how we show up at work, in our relationships with our families, with our friends, with our communities, and around the things that matter most. And so for those of you joining for the first time, welcome, please go over to your favorite podcast subscription button and hit subscribe on the SHINE podcast so that you don't miss any future episodes. We are in season six. And this is a special edition interview in honor and gratitude of the earth, being that it’s Earth Day, and I am focusing this conversation on the six solutions to water conservation with my friend Brian Richter. In this interview, Brian shares about his journey and leadership in water stewardship and sustainability for the past 40 years. We talk about what the current state is regarding water needs and shortages, and most importantly, how to plan for our water usage as the planet continues to warm and actions we can take to conserve water and ensure there is enough for everyone. Brian Richter has been a global leader in water science and conservation for more than 30 years. He is the president of sustainable waters, a global organization focused on water scarcity challenges where he promotes sustainable water use and management with governments, corporations, universities and local communities. He previously served as director of the Global Water Program at The Nature Conservancy, an international conservation organization. Brian has consulted on more than 170 water projects worldwide. He serves as a water advisor to some of the world's largest corporations, investment banks, and the United Nations. He also teaches water sustainability at the University of Virginia. And he has developed scientific tools and methods to support river protection and restoration efforts. And lastly, Brian was featured in a BBC documentary with David Attenborough on how many people can live on planet Earth. I learned a lot in this interview, and I feel inspired by the actions we can all take together now. I am delighted to have you. Thanks for listening. Carley Hauck 03:18 Hi, everyone. Thank you for joining my friend Brian Richter, the author of Chasing Water. Brian, thank you so much for being with me today. Brian Richter 03:28 Happy to be here. Carley, looking forward to it. Carley Hauck 03:34 Well, Brian, we just had a lovely conversation before the recording. And I'm really looking forward to talking more about all the things related to water stewardship and scarcity. But before we begin, one of the first questions I often ask my guests is, how would you describe a conscious inclusive leader? What does that mean to you? Brian Richter 03:59 Well, first, the inclusive part. I think that and you know, I'll answer your question through the lens of the work that I do in water, Carley, because inclusivity has really been a big issue. In our dealings with water. Historically, many of the decisions, many of the ideas that are brought forth have been primarily from a fairly limited field of expertise, and specifically from engineers. And that's understandable historically, because a lot of our struggles with trying to make clean water available to people was for a long time, pretty much an engineering challenge. How do you build the pipes? How do you clean the water in treatment plants and that sort of thing? But as the problems associated with water have grown over time as our populations have grown, we've come to realize the importance of having a much more diverse group of people and participants in that conversation about what water do we need? Where do we want to access it from? What are our concerns about it? What are their ideas for making the world better, you know, in the way that we interact with water and water sources. And so in my Chasing Water book, I talk about, you know, the really the need to think about sort of water democracies and communities of water users that share the same water sources, and the importance of opening the doors of the decision making to to really invite a much more diverse audience, either people who need to know or want to know, you know, into that conversation. But then the leadership part, Carley, is also equally if not more important, in many cases. Because there are some really tough decisions, typically that have to be made these days over water. Sometimes it means that somebody might need to be charged a little bit more for the service of bringing clean water to their home. And that's fraught with political peril. Sometimes, well, there's all kinds of decisions around water that may, you know, may have a lot of dissent. Or it may be different opinions, or it may, you know, be difficult for some people to agree with. And so, being bold and leadership is also a really, really important aspect of managing water well. Carley Hauck 06:35 Thank you so much, Brian, that was a great answer. I hear more of the inclusion pieces, the water democracy, but then the leadership piece is really having a consciousness that's really taken care of the greater whole. Yes, yes, just to share a little context with the listeners as to why I really wanted to have this conversation with you. So I moved to North Carolina, and 2020, shortly after the pandemic hit, and I have now relocated back to California in the last few months. And while I was in North Carolina, I was coming back to the west coast for a few months at a time. And every time I came back, I was very aware of how dry it was. And it was interesting to be in Oregon last summer, I timed it perfectly for the fires, I was there for the hottest period of time. And in fact, this is when Greg and I were actually having our conversation around water stewardship. And so Greg referred me to you because he and I had had this really wonderful conversation. And for those of you on the SHINE podcast listening, if you want to listen to that interview, it is on the podcasts, and you can look for it. It's a special edition podcast, because we had such a long conversation. But that would be a good precursor to the conversation I'm going to have with Brian or it can even just be a follow up after you listen to this one. And I think one of the things that has been really important to me is how can we all be good stewards of the planet, in our leadership roles in the way that businesses are acting to be more socially and environmentally responsible? But also as consumers? What can we do? Because I really believe that we all have the opportunity and frankly, the responsibility to lead or we're not going to have a thriving world. You know, I keep seeing books and things out there that say save the planet. I'm like, No, it saved the humans, you know, the planets gonna be here. We have to awaken humanity from its slumber. And so I really wanted to talk to you based on your incredible breadth of knowledge and service, around water scarcity, to just kind of help educate me, bring more awareness, and education to the listeners and also some really important action steps that we can take now. And so, you know, one of the things that was interesting to me is that when I was reading your book, I saw that you grew up in San Diego, and I just shared with you that I'm going to be in San Diego this summer. And as I was looking at my moving to San Diego, I was looking to see, you know what, it doesn't make sense to me. How are they growing all of this food in San Diego? They have tons of farmers markets, more than I've seen pretty much in any other city. Where are they getting that water? San Diego is a desert. So could you talk a little bit about how living in San Diego inspired this path of working and supporting stewardship of water but then also, what do we do about what's going on in Southern California? It's a desert. Right? Brian Richter 10:10 Sure. Yes, . So there was a defining moment in my life, when I decided that I was going to go into the, you know, the professional aspects of water, and it was in the 1970s. And we had at that time, it was the drought of record. And there were mandatory water restrictions being placed on homeowners and businesses in San Diego at that time. And I just remember having this thought, so I was in high school at that time, and, and I remember having this thought that, gosh, if I could develop some expertise, some knowledge about water, I would likely have job security for the rest of my life. And it eventually worked itself out that way. So it most definitely my growing up in San Diego and growing up with that rigidity, the concern over not having enough water to do all the things that we wanted to do in a rapidly growing community that was needing more and more water all the time. Those things all shaped my thinking. And I think position me for the 40 years, you know that I actually have spent, you know, in this profession. Now, to answer your question about what we can do, I think I might start with where I start with my university students. So I teach a class in water sustainability at the University of Virginia. And in the very first week of class, we walked them through an exercise that's intended to help them understand three things. One is that I work them through an exercise where they actually calculate how much water they rely upon, on average, each day of their lives. And it's a very, very eye opening experience, because a lot of them understand that they use water in the shower, they use water for cooking, they use water to wash their clothes and dishes. But until recently, not many people thought about the fact that we also need water to grow our food, we need water to produce our clothing, we need water in so many aspects of our lives. So that initial exercise, using a simple calculator to come up with those numbers is a very, as I said, it's a very interesting exercise for the students to go through. But then the second thing I want them to know about is where's that water coming from? What's your local water supply? What water sources are you depending upon? And are those water sources in good shape? Or not? Or are there problems? Are we using too much of the water? Are we drying up the stream? Are we drying up the underground aquifer? Are we causing too much pollution and that sort of thing. So that's the second part. And then the third part is I want them to increase their awareness and knowledge so that they can become active, informed citizens of their community. And perhaps by extension, you know, of the world, as well. And so a major reason that I wrote the Chasing Water book was to try to provide some basic education about water so that anybody who wanted to learn a little bit more, become a more informed citizen could learn the basics from the book, and understand that this is how problems develop and these are some of the solutions that we can apply. So by being aware of that, both individually, but then also thinking about their community, or, more broadly, I think that will make them a fuller human being, if you will. Carley Hauck 14:00 So those were really wonderful questions that you asked your students and, you know, what are the calculations that you're inviting them to actually figure out what those numbers are? And I would imagine, there's probably a scale of this is a high amount of water consumption, this is a low amount of water, this is moderate, you're doing good, because we will probably want to, you know, have a baseline but then you want to curve our consumption based on whether that's high or low. And what are the water sources are right? Brian Richter 14:34 Yes. Yeah. So there's a couple of things that we follow up on after they've done that basic exercise, then we have some really interesting conversation that gets to. One of the things that this exercise makes them aware of is that different aspects of their lives and their livelihoods results in their depending upon larger volumes of water. So for instance, what stands out for almost all of them is how, how much of their personal water footprint is tied to their food. And, and so they start to realize that boy, depending upon my diet, and what I choose to eat, has a very big influence on how much water My lifestyle is dependent upon. And the students are real quick to make that connection and it causes them to think about, ha, boy, the choices that I'm making have consequences. And that's why it's so important for me to connect them to, where's the water actually coming from that was used to produce the lettuce in your salad, or, you know, the barley in your beer, or, you know, or what have you. And so that's a big part of it. And I also think that when they see how big their overall numbers are, it catalyzes the thinking in them that that's an awful lot of water that each of us depends upon, and we could probably easily find ways to use less. And if they happen to live in a place where water scarcity, where water shortages are a reality, then that sort of self reinforcing awareness or knowledge. Because if they realize how each of our water footprints add up, and that that number, that volume of water that our community depends upon, is is putting a lot of pressure on the local river or the local groundwater aquifer, then they start to connect the dots, that my personal individual actions roll up to my community, which then has a tremendous amount of influence on on the water sources. And so I think that part of that awareness also brings with it an ethic. It's built with the beginning of an ethic about what ethical responsibility means with regards to how we're utilizing our natural resources. Carley Hauck 17:05 Great. Thank you. So that is something we'll pick up again later, you know, in the talk, because I know that you outlined six solutions to water scarcity of water conservation being the number one thing we can do. And that's really what you're inviting this awareness, this education, and then kind of new actions based on the information they're gaining from tracking their water consumption. But I'd like to move into the actual water that we have to use. And you know a lot about this from your work in water in the last 40 years. But I was recently reading an article that came out a few weeks ago, and they were stating that we are going to have a very dry season in the spring. This was noted by the National Oceanic and Atmospheric Administration. And it's saying that, in fact, California, which is where I am right now, is returning to severe or extreme drought. And Central California is likely to be the lowest since 1922, 100 years ago. And what's so interesting about that year, is that's also the year when the law of the river was also signed. And that's basically sanctioning the Colorado River, which I learned about from reading your book to seven different states, New Mexico, California, Arizona, Colorado, Nevada, Idaho, Wyoming, Utah. But as you said, in your book, which I really liked this point, those seven states were basically being given water rights. But that law didn't take into consideration the river's voice itself- did it really want to give away its water. It didn't really think about Mexico. And we know that so much of our food is grown in Mexico as well. So how are they getting water? I'd love it if you could just talk a little bit about, where are we getting the water? And, and even just I think you mentioned it. In the book, you speak a bit about though the water cycles. And I think that would be important for people to understand, you know, water budgets, water supply water withdrawal. Brian Richter 19:26 Yeah. So one of the most, one of the most common questions that I get asked, either by my students or when I give a public presentation, Carley, is how can we possibly be running short of water? Don't we still have the same amount of water on the planet as we've always had? And so it's very understandable. We're taught in grade school that there is this global water cycle, that water is constantly moving around the planet, and there's water evaporating off the surface of the ocean. It goes up into the atmosphere and forms clouds, those clouds are blown over the land, and it comes down as precipitation, it comes down as rain or snow. And that cycle continues to work. And, there is no difference in the total volume of water on the planet as we as there has been for millennia. But the thing that people have to gain some understanding of is that wherever you are in the world, you can't access water from anywhere else and from everywhere else in the world. Okay. Technologically, we could, so we could go to the Congo River and Africa, you're sitting in California, dry California, you could send a tanker ship over to the Congo River and Africa and stick in a hose and fill up the tanker ship and bring it back to California. But the cost of doing so is prohibitive. Okay. So instead of thinking of the whole world, as your water supply, you have to think about the water that's within reach. And by reach I mean, in particular, the water that can be affordably provided to you for your water supply. Okay, so I... /episode/index/show/shineyourlight/id/22863389

57. Combating Climate Change One Bite At a Time with Alejandra Schrader 04/19/2022

57. Combating Climate Change One Bite At a Time with Alejandra Schrader For the remainder of season six of the SHINE podcast, the interviews and focus will point light on how we optimize for our well being and how that is interconnected to the planet's well-being. Today’s episode highlights my new friend Alejandra Schrader on combating climate change, one bite at a time. Alejandra and I both had our first books debut in 2021. Alejandra has focused and used her platform to educate and inspire folks with plant based meals, recipes and ways to eat in ways that are sustainable with environmentally friendly farming practices. Her first book, is amazing. Alejandra and I talk about her mission to support people to be mindful of what they consume, how they consume, and how their cooking can support the health of our bodies and the planet. Guest Links: Alejandra Schrader- Alejandra on Instagram- The Low Carbon Cookbook and Action Plan: Reduce Food Waste and Combat Climate Change with 140 Sustainable Plant-based Recipes- Shine Podcast- Taking a Stand for a Good Food System with Bruce Friedrich- Reducetarian Summit- Meat Me Halfway- SHINE Links: Thank you for listening. Want to build a high trust culture and psychological safety at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Building Trust Free Gift — Carley Links Book Carley for Speaking — Leading from Wholeness Learning & Development — Carley’s Book — Executive Coaching with Carley — Contact Carley — Carley’s Patreon Page Well Being Resources: Inner Game Meditations — Doterra — 4 Sigmatic — 15% Discount code Shine — Social: LinkedIn — IG — Website — Newsletter — Shine Podcast Page — The Imperfect Shownotes 0:01 Carley Hauck Hi, my name is Carley Hauck. I am your host of the SHINE podcast, welcome. This podcast focuses on the intersection of the application of how to be a conscious, inclusive leader, the recipe for high performing teams, and awareness practices, so that you can cultivate a strong inner game. To be the kind of leader our world needs. Now, I facilitate two to three episodes a month. And before I tell you about our wonderful topic today, please go over to your Apple podcasts and hit the subscribe button. This way you don't miss any future interviews. We are in season six of the SHINE podcast. And this season is all about how we optimize to live, work, play, so that we can bring our whole and best selves to our mission, to our life, to our relationships. This includes being mindful of our consumption or energy leaks. And really figuring out how we can have the best performance for our minds, bodies, hearts, how we can support the wellbeing of our communities and our planet. For the remainder of the season, there will be a specific focus on the well being of our bodies and how that's interconnected to the planet's well being. And we will be kicking that off right now with today's episode, Combating Climate Change One Bite at a Time with my new friend Alejandra Schrader. Alejandra and I both had our first books debut in 2021. And we each had a similar mission, and inspiration and writing our books. We were dedicated to awakening humanity, in service of people and planet, and my book , I focus on the body of work that I've successfully facilitated, and supported many leaders in business so that they can align with business as a force for good and social and environmental responsible actions. I also highlight in my book three trailblazing leaders and their journeys, and how to promote more vegan, plant based food options to mitigate climate change, and change the food system for good. Alejandra has focused and used her platform for plant based meals that are cooked smart and packed with flavor, nutritional value. She advocates for sustainable diets and environmentally friendly farming practices. And her first book, is amazing. Alejandra and I talk about what consciousness inclusive leadership means to her, what it looks like in her journey, her mission for really supporting people to be mindful of what they consume, how they consume, and how their cooking can be in the greatest support of the earth and all the resources that we all share. There are some special highlights in this episode, and I would love for you to listen. Thanks for tuning in. Carley Hauck 3:55 Hello, SHINE podcasters. I am delighted to be here with my friend, Alejandra Schrader. And Alejandra, thank you so much for joining me today. I'm really looking forward to our conversation. Alejandra Schrader 4:12 Yeah, it's truly a pleasure. Thank you so much for having me. Carley Hauck 4:15 Yeah, well, I I saw your book and I think I found it because there was a post that you had liked. Bruce Friedrich the president, I don't know what I should call him Grand Puba, he was like all plant based alternative proteins, you know, the Good Food Institute and I saw your book and I thought, look at her. She wrote a recipe book, focused completely on recipes that would lower our carbon footprint. I have got to get to know this woman. So thank you again for writing your new book, . Before I jump into the motivation for that, one of the first questions that I always ask folks on the SHINE podcast is the question. How do you view being a conscious, inclusive leader? Like what does that mean to you? Alejandra Schrader 5:30 Well, first of all, it means a great sense of responsibility that is driven my by my purpose, by a sense of purpose to leave this planet a better place than I found it. As we will talk later, I have a baby, and I want to make sure that he is able to enjoy a planet in which he can thrive. And by being a conscious leader, I also feel the responsibility to lead by example, to attract more than to promote, to lead the way that I carry myself, that I show up, that I work, and that I communicate in a way that other people feel encouraged and empowered to join me to follow my lead to find their own calling their own purpose, but ultimately to have as a common denominator, the greater good for people and the planet. Carley Hauck 6:36 Lovely, great answer. So I heard, you know, a greater responsibility, and wanting to leave behind a better world really acting and service of the greatest good. Thank you. Well, based on that answer, tell me more about your motivation for writing your book. Alejandra Schrader 7:01 Yes, I think that there are many layers to that. And I would say the first one definitely is my love for Mama Earth, for the planet. And my focus on the subject of sustainability, which I have, since I was a little girl, I would see how our actions impacted, at that time, the environment in which I was in, I grew up in Caracas, Venezuela, and one of my favorite parks, it's kind of because it's a big city, kind of like New York City. And there's not the same but we have something similar to what will be the Central Park and I remember walking by and seeing how some trees that were in front of a tall building that had many curtain wall, which is that reflective glass, they will be dying. And I would ask my mom like what, you know, why are these three stances so well, you know, because we live in a tropical country and the sun once it hits the facade of the building reflects upon these trees and is too much heat and the trees can handle it and I remember that is you know, sort of blew my mind and I was like well then why why first of all right, they will build this building so close to the park and why would they choose that material that is reflect you know, and I had all these questions. Funny enough, I went on to become an architect. And while I was in architecture school, I went to CyArk a very progressive, designer Oriented Architecture School and I pushed every envelope when it came to sustainability every one of my buildings tried to the design it really tried to use the environment in which was in like that concept that form follows function how can I maximize the intake of air or the exposure of the song and and that was a principle that I didn't carry to everything else I've done in my life. I went to graduate school to do work in urban planning and sustainability was again my like the foundation of my research and my projects. And after an unfortunate event when I lost my career in architecture and urban planning, I am really by a very lucky shot and working in the food world in the culinary world, it only made sense to bring that passion for sustainability. Little did I know really at the time it was only it was so many something like one of those gut feelings that innate like it's just an intuitive thought I need to I need to continue to you know to work this path. Little did I know at the time that genuinely food has this massive effect on on the planet how we produce it. how we shop, how we cook, what we eat, how we dispose of waste our food. You know, food is responsible for over a quarter of all greenhouse gasses. And so again, you know, I'm saying little did I know because I cannot take credit for the for that awareness at the time. But thank goodness, right that sometimes we hear a calling, and we have a sense of strong sense of intuition. And you know, some of us, well, actually, I should say that at that point in my life, I was willing to listen to that. Carley Hauck 10:35 And what I hear is that you had a greater consciousness at a younger age, and you saw the inter-connection of everything from, you know, living spaces to the well being of the planet to the well being of ourselves, our own ecosystem, right? And, yes, it reminds me of the consciousness that I had as a little girl too, because I did not grow up in Venezuela, but I grew up in Florida. And I would take these walks on the beach, St. Augustine, which is one of the oldest cities in the United States. And, you know, Florida has just, I'd say recently, maybe in the last 10 years has started a recycling program, they still do not have a lot of composting at all, which I know you and I are communicating to, we dug about food waste, but I was picking up plastic bottles of the sand whenever I did find any plastic because I knew that a sea turtle was going to see that plastic as a jellyfish and they were going to try to eat it. And so in a similar to you, I just knew like this isn't this isn't right, this isn't supposed to be and it's gonna do more harm than positive. So that was your first layer. Tell me. Alejandra Schrader 11:52 Yes. So the next layer comes after the work that I you know, I don't believe in coincidences anymore. I believe in greater callings on God shots, you know, whatever people want us to define them as, but I sort of fell into this wonderful line of work. And in my work as a chef, and as a culinary professional, where I could help bridge that gap between what people what people eat, and, and where are cooked, where food is coming from how the farmers that are working the land properly, the work of scientists determining what is the best food for planet health and human health. And by working on that I got exposed to a lot of information that at one point, I couldn't unsee. I, you know, I got invited to the United Nations to present the EAT-Lancet report on planetary health. And here I am talking in the great chambers to people about, you know, that we have the power to change that with a shift in our diets to help combat the climate crisis, and I'm passing all these beautiful messages that I've learned. And at the same time I am aware of, especially in the United States, how the industrial industrialized animal production works and how that's so bad for the production of greenhouse gasses, especially methane, it got to a point that I knew too much. And I felt here, here we go again, back to that concept that I couldn't tell people don't eat meat anymore. But I said, You know what, I'm going to stop eating meat, I'm going to transition slowly into a plant based diet for the sake of the planet, and because of all these, all these things that I know that I cannot no longer avoid or turn my back into. And then the third layer, which is a simple one, but very impactful, was my own health. I've always had, since I was six years old, battled with issues of obesity of my body, you know, I tend to gain weight very quickly. There's a lot of third world food insecurity embedded into me and you know, that's a whole conversation, but at one point, I was dealing with really high levels of cholesterol, triglycerides, etc. And this at the same time, right that, you know, again, I'm exposed to these vast amount of information. So I said, I'm gonna give it a try. I'm gonna go plant weeks and three months after I switch to a plant based diet, all of my blood work levels were perfect. Not even decent. They were perfect. And that was that's, that's ultimately what sold me I said, You know what, this again, these are layers. I'm doing it for the planet. I'm doing it for my integrity, but I'm also doing it for my health. Carley Hauck 14:47 Fabulous, thank you. Well, you talk about in, you know, layer two this broken food system, which we're gonna have to be solving and fixing for quite a long time, not just in the United States but all over the world. And then I loved hearing kind of that more personal investment, and the amazing results that you've seen in adopting a plant based, maybe vegan, would you would you say your diet is mostly vegan? Alejandra Schrader 15:17 When I talk about plant based. And I think that there are many definitions out there. But the main difference for me is, as opposed to going to the supermarket and navigating the refrigerated aisles section finding vegan sausage, vegan pizza, vegan chicken, I stay on the perimeters of the store and I really use produce, and vegetables, fruits, nuts, seeds, algae, fungi, but I eat mushrooms to create beautiful and delicious dishes. And I try to stay away from vegan products that are a little more processed and less healthy. So that's why I like to focus more on the plant based nomenclature, because this is one that I identify more with. Carley Hauck 16:09 And that's helpful, I think, for our listeners, because I think a lot of people can get confused on, okay, what's plant based? What's whole foods? What's vegan? And so that was very specific. I appreciate that. Alejandra Schrader 16:26 Yes. And, and one more piece again, because sometimes people get too hung up, I will, if you will, on the terminology. You know, there's times where I've traveled to the Northern Triangle and Central America to do some work on the field. And there's genuinely nothing else to eat it true story than beans and cheese. And so, you know, if I spent a significant amount of time there, I can only eat so many beans, you know, to sad that there were more vegetables available in a land that is so frugal and fertile. But so there's been times in my plant based diet journey where I have had some dairy, soy mixed in and so on and I think that's another big difference between plant based and vegan is that we avoid animal source products, and focus on a wider variety of plant based ingredients. Carley Hauck 17:23 Wonderful. And I tend to eat very whole food based as well, I love fruits and vegetables. And I'm also not eating dairy products and really limiting my meat sources very much so I can eat in a much similar way. I wanted to talk a little bit about food waste, because this is an area that you focus on a lot in the beginning of the book. And I'm going to actually just take this quote directly from your book, you said, “About 1/3 of the global food supply never gets eaten. Food loss occurs during the post harvest and processing phases of food production, while food waste occurs on the consumption side of food systems. When edible food, when edible, good food goes unconsumed food waste and loss accounts for 6% of all carbon emissions, which is more than three times the global aviation. There are more than 3 billion tons of carbon dioxide equivalents, co2 due to throwing food away in the garbage and not composting. And Americans throw away about 20% of food that they buy.” And so you and I both live in California. Correct. And what was so encouraging to me was that the beginning of this year, California put a statewide mandate that everybody has to compost. Now I've been composting for a long time, and I imagine that you have to, but I just am so excited about that. Because my hope and desire is that other states are going to follow suit. So let's talk a little bit about food waste. Alejandra Schrader 19:15 Yes. So from the, you know, I wrote, I wrote this book in the second half of 2020. And I just want to update because some of these figures have actually gone up. Some studies show that even up to 40% of the food that Americans are buying are ending up in the trash, which is pretty sad and worrisome. Also the fact that as consumers we really cannot do much about the food that is being lost in the production phase of the food supply chain. Maybe we can do a little bit there are some companies like Imperfect Foods where they try to recuperate some of these, which actually are being thrown away, because most consumers will go to the store and be like, well, this apple is not as big as this other one, or it has a tiny bruise or, you know, or the color has some discoloration. And, you know, and so here's where we as consumers can also become more, you know, more conscious about the food that we demand so that the suppliers don't feel the need to, to let food go to waste. But what we can do, definitely as consumers is then, you know, buy in a conscious way so that we don't have so much stuff at home that a lot of it is, you know, becoming spoiled and having to throw it away, that when we do dine out and we ask for that little bag, or that little box that we actually consume that instead of just tossing it in the trash, and that we do a better job at what I like to say, the utilizing the investment, maximizing the investment that we've made in food. And that's where we get to use ingredients that are ingredients or parts of the plant that are traditionally thrown in the trash. A lot of times I go to the market and my heart shrinks when I see people ripping the greens of carrots and leaving them on the shelves and just taking the carrots home. Or when we get home and we buy these beautiful radishes with radish greens. And usually they get caught off and thrown in the trash. There is a lot of nourishment, a lot of phytochemicals, and good for us stuff and all of these elements that are being thrown away that why I mean, it took a lot of resources for Mother Earth to help you know water, you name it, to help them grow. And so we should find creative ways to utilize them whether we make pesto sauce with the carrot greens, whether we make a chimichurri with the radish greens, whether we actually wash them really well and use them as a salad, make a salsa verde or use them instead of cilantro. And like those two, there are so many, so many ingredients that are being thrown away. That's why I talk about using the plant from root to leaf as much as the plant as we can. That way we honor those resources that went into, into growing them. And there are some studies that talk about how much we can minimize our individual carbon footprints by just doing these small changes. And I think that to me that it just makes me feel like I have so much power,... /episode/index/show/shineyourlight/id/22836740

56. The Future of Food is Vegan with Jenny Stojkovic 03/31/2022

56. The Future of Food is Vegan with Jenny Stojkovic Today's episode is with my friend Jenny Stojkovic on the future of food is vegan. Jenny is a passionate entrepreneurial leader who is supporting the rise of women founders who are invested towards a more sustainable and humane future through advancing vegan foods, fashion, beauty, & technology. In the last few years, Jenny has launched the Vegan Women's Summit and has gathered thousands of women all over the world who are supporting a more conscious and inclusive way of leading and who are committed to business being a force for good in the world. In this inspiring podcast interview, Jenny and I talk about her motivation for this movement, her close relationship with Miyoko Schinner, the founder of Miyoko's Creamery, and the many event opportunities that you will have as a listener to participate with these businesses whom are hiring and/or would love to wow you with their vegan products. You don't want to miss this one. Guest Links: Vegan Women Summit — VWS Connect — “Why I Think the Future of Food Will Be Women Led” Rolling Stone article — SHINE Links: Thank you for listening. Want to build a high trust culture and psychological safety at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Building Trust Free Gift — Carley Links Book Carley for Speaking — Leading from Wholeness Learning & Development — Carley’s Book — Executive Coaching with Carley — Contact Carley — Carley’s Patreon Page Well Being Resources: Inner Game Meditations — Doterra — 4 Sigmatic — 15% Discount code Shine — Social: LinkedIn — IG — Website — Newsletter — Shine Podcast Page — The Imperfect Shownotes 0:01 Carley Hauck Hi, welcome to the SHINE podcast. My name is Carley Hauck, I am your host. This podcast focuses on the intersection of the application and scientific literature of conscious, inclusive leadership, the recipe for high performing teams and awareness practices that you can cultivate to be the kind of leader our world needs now. I facilitate two to three episodes a month. And before I tell you about our fascinating topic today, can you please go over to Apple podcasts and hit the subscribe button. This way you don't miss any of our inspiring episodes. Thank you. We are in season six of the SHINE podcast. And we have had some incredible interviews. And the focus of this season is on how we optimize the way we live, work and play. How can we create a workplace culture and world that is mindful of our consumption, our energy leaks, and optimizing for our own well being, our co-workers, our communities and the planet. Today's episode is with my friend Jenny Stojkovic on the future of food is vegan. Jenny is a passionate executive leader who is supporting the rise of women founders invested towards a more sustainable and humane future by advancing plant based and alternative proteins. In the last few years, Jenny has launched the Vegan Women's Summit and has gathered thousands of women all over the world, who are supporting a more conscious and inclusive way of leading and who are committed to business being a force for good in the world. In this inspiring podcast interview, Jenny and I talk about her motivation for this movement, her close relationship with Miyoko Schinner, the founder of Miyoko's Creamery and the many opportunities that you will have as a listener to enter virtually into some of the events and ways to learn more about this fascinating industry. You don't want to miss this one. Carley Hauck 2:33 Hello, SHINE podcast listeners. This is Carley and I am here with my new friend Jenny Stojkovic, the founder of the Vegan Women's Summit. I am so excited to have this conversation. Jenny, thanks for joining me. Jenny Stojkovic 2:47 Thank you so much for having me. And also nailing that pronunciation. Carley Hauck 2:55 Haha, thank you. So one of the first questions I usually ask folks and guests on the podcast, because the podcast focuses on conscious inclusive leadership is What does conscious inclusive leadership mean to you? Jenny Stojkovic 3:15 Conscious, inclusive leadership to me is at the core of everything that I do. I believe that we have an obligation to the planet and our fellow beings to make sure that anything that we're doing in our daily life is conscious of that impact. And so, to me, it's really the core focus of mission driven leadership and what it means to be in a mission driven space. I think that there are a lot of people in the last few years in the pandemic that have started to look inwards, about how they can be more conscious about how they are spending their professional time, and what they're doing for a living. And so to me, I really think that it is finding that purpose driven way to lead your life both professionally and personally. Carley Hauck 4:04 Hmm, great answer. Thank you for sharing that. And I know that you probably get this question asked a lot. But I feel really curious what started your interest in passion and plant based and alternative proteins. Jenny Stojkovic4:21 So my journey with the food system started seven years ago now. And it really came from a somewhat unique place when it comes to talking about plant based diets. So lots of people have their story of their why and you know, why did you go plant based. I think as I was telling you earlier before we jumped on, it's the number one question that we all get in this space. And for myself, unfortunately I went through a very deep personal tragedy. When I was quite young, my husband and I, unfortunately had our best man and his best friend murdered at a very young age, and it was a very senseless act of violence that happened to us and going through the grieving process and going through the trials and tribulations of, of the legal system. And there's an entire trial that goes with such a, you know, horrible situation. And we decided to look inwards. Much like a lot of what you practice, we decided to learn about meditation, to learn about mindfulness, to read a lot of the Buddha's writings to really understand our purpose on the planet, when we were going through so much pain. And through that journey, we ended up actually going to the prison and forgiving the murderer, for what had happened. And we decided that if we were going to find compassion in this situation, we would have to be bringing it to our daily lives in every situation. And so the most compassionate thing that you can really do is look at your impact that you're doing every single day, three times a day, and that's the meals that you're eating. So we decided right then in there for very much philosophical and ethical reasons that we would go plant based, my husband and I, and that has been seven years since. Carley Hauck 6:11 Wow, I love that story. Thank you for sharing that. And I feel care hearing about your loss. And it sounds like it's been quite a learning journey for you, if you've really used it as not, why did this happen to me? But how did this happen for me, right? Like, what can I learn and grow from it? Jenny Stojkovic 6:30 Absolutely, it's the best worst thing that has ever happened. And it has completely shifted my entire, the fiber of my being. That's how I think about myself, the humility that I bring to the planet and the understanding of, of all of the other inhabitants that we have here the responsibility to others, or responsibility to everybody else, human and non human. And so I think that it's very important for folks that are listening, especially going through the pandemic, to find catharsis for, you know, what might have been trauma that happened to them, there's been a lot of loss in the last few years, there's a lot of loss, it's going to happen, you know, unfortunately, in the world, as we've kind of seen on the news this week, so finding a way to take that trauma and, and heal and use it for good is something that I'd like to talk about often. And something I don't hear talked about in the professional space as much as, as it really should be. Carley Hauck 7:27 I love that you just highlighted that I agree with you. I mean, I think that we all have trauma. And we all have attachment trauma, I think that's actually one of the the bigger pieces of trauma that is not really talked about, which is, you know, maybe coming from childhood or coming from the attachment or, or non attachment that we have from different relationships in our life, whether it's personal or professional. And I think part of that we've been seeing and all the mental health concerns that has really just had more light shined on it, I think it's always been there underneath. And when we actually choose to look at something and observe it, I think there's much more opportunity to heal and transform it versus covering it up. And, you know, part of why I wrote Shine my book and why it's called that is because, you know, again, I I like to shine the light on what's really happening on the truth. And it's not always pretty, you know, it's not always pleasant. But we can't change it, unless we're willing to look at it and see how did it get this way? And that actually brings us to our food system, right? We have a lot of work to do. And you're part of changemakers that's really amplifying this. So, tell me and the listeners a bit more about the Vegan Women's Summit. I know it's had a lot of growth in the last few years, pretty much the entire time of the pandemic. Jenny Stojkovic 9:09 Yeah, absolutely. So VWS, Vegan Women's Summit, started two years ago, literally two years ago, February. We're kind of a baby or a toddler still as an organization. And it really started out of a need that I perceived a few years back, being in the tech industry. So I built my career in Silicon Valley. I've been able to work with all of you know, the most exciting, you know, tech brands in the world and help build startups and innovation. And one of the things that was very unfortunate about that experience is that I was often the only woman in the room. It was a very, very homogenous group of folks that have really led the tech industry. It's not really a surprise for anyone to hear that it's not a secret. We all know that FIn Tech has quite a diversity problem. And I discovered that food tech was really starting to take off. It was something that I had personally seen and followed because of my plant based diet, but I hadn't professionally engaged in the space. And so starting in 2018, I started to do more and more work in the future of food programming, and discovered quite quickly that as the space was gaining more and more momentum and traction, it was unfortunately suffering from a lot of that same lack of representation of the tech industry. So vegan Women's Summit VWS was founded to empower women to build a kinder, more sustainable world. And so we are here to inspire the nearly 4 billion women on the planet to join the mission driven space, we focus on the future of both food as well as fashion, very much beauty, biotechnology, animal free innovation, and we are inspiring women to create companies build companies invest in companies get jobs in these companies, be consumer advocates for these companies, any way that we can help push a more diverse and equitable future of food and beyond. That's, that's where you're gonna find us. Carley Hauck 11:01 Awesome. Wonderful. So being that this has really taken off pretty much the entire time of the pandemic, I feel really curious, what are some of the important lessons that you've learned? This is clearly very purposeful for you, this mission, this business, I'm sure there's lots of lessons but maybe like narrow it down to two or three. Jenny Stojkovic 11:25 So when we went into the pandemic we as as a share, we are a very, very young organization that had just done one in person conference, before we built out a global platform, which we are today, we were faced with this decision of do we put this whole thing on the backburner because we're going into the pandemic? Or do we just go all in on how we can build this global community? And I have just been blown away, we went from 250 Women in a room to over 40,000 women across six continents in this virtual space, because the barriers that are broken down by the virtual setting are profound. And that was probably the best lesson that I learned was that if you really truly want to be a diverse and equitable organization that is focused on removing the challenges and barriers that women face, women in particular, you're going to have to meet them where they're at. And so many women just don't have the opportunity to network and engage in the types of external opportunities that were so commonplace before the pandemic, because of, you know, financial constraints, because, you know, half of the women in our community are parents or guardians, most of them are the majority caregiver, there's just so many different things that affect women's ability to, to really network and be part of the space. So the virtual setting, to me, was probably the best lesson that I learned. And the other lesson that I learned is just how profound the networking gap is, too. It is just the constraints that are placed upon us, when we are from a, you know, different walks of life and have a different background that does not match that of, you know, the folks in Silicon Valley that were born on the peninsula. You know, we were just talking earlier before we jumped on the pod that we both kind of came from other places to make our way to the Bay Area. It's a leap, it's a hurdle. And so if you can create virtual spaces that are helping to create that network, and that community that these women, and especially women of color wouldn't otherwise have, you can really, really make a difference. We've had women that have created entire companies after coming to our summits. I have women that write to me every day and say, You inspire me. And look, I just raised X amount of money for this company. I started after we learned from your content. Carley Hauck 13:43 Beautiful. So what I'm hearing is that the two important lessons were really the aspect of the virtual space allowed women that needed more flexibility to be able to participate in these types of conversations, and also just how important the network was, and that there was a real gap, and giving women women from all over the world, this type of network to learn and grow and actually support each other. And, you know, one of the things that I love about being a woman, a woman identifying, is that there is such a strong sisterhood of women. It's always been my experience. And it's also something that you have to look for often, you know, and find your people. I was part of the Emerging Women conference, which was hosted for many years, and then ended in 2019. And then there was also another really incredible organization that actually stopped having their in person events right before the pandemic hit in February 2020. I was actually at the last Conscious Companies Women's Summit, but they were gathering women from all over the world as well. to support other entrepreneurs that were interested in more mission and purposeful, driven businesses, like the one that you have created, and that the ones that you're supporting. So those are great lessons. I have seen you highlight Miyoko Schinner, the founder of Miyoko’s Creamery. And for those folks listening that don't know what Miyoko’s Creamery is, it's it's a wonderful company based in Petaluma only about an hour from where I am currently in Marin County, that specializes in dairy free products, different types of cheeses, typically using the traditional cheese making cultures but with cashews, oats, chickpea flour. And Jenny, you may even have more to say on that, because I know that you're close with the founder, but she, at least from the outside represents one of the first women of color in the plant based and alternative protein space, it's really made some traction. And I know that she was an early supporter of VWS. But you've also been a supporter of hers, and she's one of the speakers for the upcoming VWS Summit this April, which I know will speak to a little bit later. But I've just had this intuition that the two of you have a strong friendship and partnership. And I could be completely wrong. But I just feel curious, how did that relationship evolve to where it is now? Jenny Stojkovic 16:27 So the intuition was right. Absolutely. So I have been fortunate to know Miyoko for, say, five or six years now perhaps, and she has very much been an early champion of myself, of VWS. I'm really fortunate to call her a friend and a mentor and, and she really represents in my opinion, what a conscious 21st century leader is. One of the things that's so inspiring to me about Miyoko’s story and this is something that needs to get out, I think in the public much more. She created three, four, maybe five companies before she launched Miyoko’s Creamery, which has now raised, you know, $60- $70 million, is one of the fastest growing plant based dairy companies in the world. Massive, massive company that's hugely disrupted the industry. And she went through so many businesses over and over and over again, before she, you know, hit the nail on the head. But this one, she was 57 years old when she started her company. And so her story is not some 25 year old, you know, white tech bro whiz kid that just like invented an app in, you know, Palo Alto, she, she really, to me exemplifies one of the many, many stories of what an entrepreneur is. And that's what is so unique and so incredibly important in this space is we have this idea and this archetype of who a founder is who an entrepreneur is. But in reality, all of us can be entrepreneurs, all of us can be founders. And the more we have women like Miyoko, that can speak out and explain actually, here's all the times I failed forward, before I created me, oh, goes are actually at 57, you can start a business at 21, you can start a business, it's never too late. It's never too early. Those are the types of lessons that have been really important for me to learn myself and for us to teach to the women in the VWS community. Carley Hauck 18:25 Wonderful, thanks for sharing all of that. And I've listened to her talk about her path. And it's, it's quite inspiring. I'd actually love to have her on the podcast and give her a little bit of light here. So I also know that you, having this network of women from all over the world and really understanding some of the challenges that women and marginalized communities have to really struggle with around resources and capital. I was wondering if you could share what the current stats are right now that you're privy to. Jenny Stojkovic 19:06 This is an unfortunate turn of the conversation, it is not trending in the right direction, to put it succinctly. So we actually were making quite a bit of gains for capital investment into women founders up until about the pandemic or so. And we are now in a downward trend, because in the pandemic, many investors invested more heavily into male founders, because the going kind of story in the industry is that male founders are seen as more trustworthy backs, unfortunately. And that really gets into an entire conversation of the types of bias that women face in this space. So VWS conducts the only industry wide... /episode/index/show/shineyourlight/id/22625681

55. The Powerful Link Between Psychological Safety, Stress, Belonging, and Workplace Well-Being with Carley Hauck 03/17/2022

55. The Powerful Link Between Psychological Safety, Stress, Belonging, and Workplace Well-Being with Carley Hauck This season is focusing on topics related to optimizing how we live, work, and play with science, real tips that you can practice daily, as well as ideas on how we can design a workplace culture that works for everyone, and is optimizing for the well being of ourselves, our co-workers, our communities and the planet. The topic of today’s solo episode is the powerful link between psychological safety, our stress response, telomeres, and workplace well being. In this episode, I will share with you the links between psychological safety, our stress response, telomeres, attachment styles, and the opportunity to design for happy healthy teams and workplace well being. I will share the scientific literature that links all of these subjects together and have some specific calls to action and daily practices that you can implement to create and sustain greater performance, collaboration, resilience and confidence in the midst of stress and or a lack of psychological safety. SHINE Links: Thank you for listening. Want to build a high trust culture and psychological safety at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Building Trust Free Gift — Carley Links Book Carley for Speaking — Leading from Wholeness Learning & Development — Carley’s Book — Executive Coaching with Carley — Contact Carley — Links: SHINE Podcast Episode 51 — Cultivating a High Trust Culture with Susan Campbell — Carley’s Patreon Page Well Being Resources: Inner Game Meditations — Doterra — 4 Sigmatic — 15% Discount code Shine — Social: LinkedIn — IG — Website — Newsletter — Shine Podcast Page — The Imperfect Shownotes 0:01 Carley Hauck Hi, welcome to the SHINE podcast. My name is Carley Hauck. I am your host, I am so happy you're here. This podcast focuses on the science spiritual perspective, an application of conscious, inclusive leadership, the recipe for high performing teams and awareness practices so that you can cultivate the skills on the inside to be the kind of leader our world needs now. I facilitate two to three episodes a month. And before I tell you about our topic today, please go over to Apple podcasts, hit the subscribe button so you don't miss any of our new incredible interviews. We are in season six of the SHINE podcast. Wow-wee! It's been a few years now. And we're still going strong. And this season is focusing on topics related to optimizing how we live, work, and play with science, real tips that you can practice daily. And also ideas on how we can design a workplace culture that works for everyone, and is optimizing for the well being of ourselves, our co-workers, our communities and the planet. Today's episode is with me. And it is on the powerful link between psychological safety, our stress response, telomeres, and workplace well being. Have you ever felt tormented about saying something to advocate for your feelings and needs, but you didn't speak up, because you were afraid that this might create conflict? This is normal. And it's frankly a big problem in our workplace and in the greater world due to many of us having negative experiences when we spoke up. And then it creates some kind of broken connection or conflict. In the past in our home life or at work with friends, this can often erode our sense of psychological safety, confidence. And thus diminish our greatest creative contributions to our teams in our life. In this powerful episode, I will share with you the links between psychological safety, our stress response, telomeres, attachment styles, and the opportunity to design for happy healthy teams and workplace well being. I will share some simple daily practices that give you a look at the scientific literature that links all of these subjects together and have some specific calls to action so that you can create and sustain greater performance, collaboration, resilience and confidence in the midst of stress and or a lack of psychological safety. Carley Hauck 3:46 So I've broken this episode up into a couple parts. Let's start off with stress resiliency, which is something I've been diving deeply into writing about facilitating doing research on so I have a lot to say. Let's begin with our perception of what is stressful or difficult. So bring to mind a situation that is quite challenging, and is ongoing in your life. When you think about dealing with the situation, do you feel a sense of hope and confidence? Or do you feel fear and anxiety? How much are you ruminating? And having repetitive thoughts about this situation in your life? On a daily basis? How much do you avoid thinking about it or pushing away feelings associated with this situation? And how much does this situation negatively affect your self esteem? In other words, do you feel critical of yourself based on this experience? Is there shame or blame? I asked these reflective questions to build your self awareness, but also to see that the way that we perceive stress really impacts the mind, the body, and thus, how we react or we respond. This internal narrative about what or who is safe can either grow our resilience to stress, or it can diminish it. But first we need to understand how the mind, emotions and body are all connected. And I also want to talk about how our stress response and our nervous system relates to psychological safety at work. So before I do that, for those folks who aren't familiar with the term psychological safety, let me define it. psychological safety is the belief that one will not be punished, criticized, excluded or humiliated for speaking up with ideas, questions, concerns or mistakes. It is interpersonal risk taking. It has been documented by the research literature to be the number one predictor of high performance, inclusion, innovation and trust at work. Dr. Amy Edmondson, who I am honored to call a friend and mentor, is a distinguished professor at Harvard Business School, and is author of the fearless organization. She has spent over 25 years of her life researching the concept of psychological safety. And her servant leadership has helped leaders in business prioritize changing structures and systems to create spaces where everyone can feel safe and bring their whole selves to work. Carley Hauck 7:04 Here's the connection between stress and psychological safety. People experience stress in many different ways. And I will share some of the research that I was a part of around increasing our resilience to stress. While working as an organizational and leadership consultant, I had the wonderful opportunity and privilege to be a lead consultant for two NIH funded studies at UCSF Osher Center for Integrative Medicine. These studies were looking at the long term benefits of mindfulness and meditation, contemplative practices, on our resilience to stress, emotional well being and the prevention of disease. I have been a long time meditator and was teaching on various forms of meditation and contemplative practices in community centers, with leaders and businesses as a way to enhance resiliency, distress, well being at work, empathy, emotional intelligence, and effective communication. And I was invited to bring this expertise to these studies. And one of these studies, ironically, was called shine, which is also the name of my new book. And I'll speak to that a little bit later. But the shine study had the principal investigator of Dr. Elissa Epel. Elissa is one of the premier researchers on telomeres, and more on telomeres and just a little bit, but this context is relevant. The brain scans for threats more than five times per second, and responds in about 15 milliseconds with a whole series of physiological changes. And when the stress response is on high alert, the body produces stress hormones called cortisol and epinephrine. The heart rate is faster, the blood pressure increases. The vagus nerve, which helps to modulate our response to stress, withdraws its activity. This is why it's more challenging to breathe because our body is preparing to fight, to flee, to freeze, or to fawn in the presence of perceived danger. This is also why it's more difficult to believe that even though we're just having a perceived difficult conversation with a coworker, our body is actually saying alert, alert, alert. It's not safe. And when you suffer from chronic stress. These responses are on a low but constant alert keeping you in a state of physiological vigilance and hyper arousal. So what does it feel like for different people when they're under this level of stress? Well, these are some responses I've heard. My heart feels like it's going to come out of my chest, I can't sit still, I want to run out of the room. I freeze and my hands get sweaty and I can't take a deep breath. These examples are showcasing what happens in our physical bodies when we perceive an experience as stressful. Carley Hauck 10:47 Let's talk about telomeres. It's been found that people that were exposed to more hardship trauma, prolonged stress at a young age, and or currently have had long exposures to stress have shorter telomeres or less telomere race. For example, caregivers have been found to have shorter telomeres due to the ongoing burden of stress in their lives. In addition to those that have had more trauma, they have also been associated with shortened telomeres. So when we think about folks that have repeatedly felt excluded, and have been navigating, for example, systemic racism, they are likely carrying more trauma and have been under prolonged periods of stress. And why does telomeres and our stress response matter? Well, let's think about workplace well being and having a flourishing happy life, which a lot of businesses are prioritizing more now than ever since the pandemic and the rise of mental health issues. So a telomere and telomerase are most associated with cell renewal. Our cells are always renewing, and telomeres protect our chromosomes and our genetic DNA. A telomere protects the chromosome during the process of cell division. In other words, it absorbs the hardest blow when our cells divide. And this is important because as cells divide and renew, they need their chromosome cargos, which are essentially the genetic instruction manuals, or genes to be delivered intact. For example, how else would a child's body know it was going to be tall and strong and specific to that child's unique DNA if the telomeres didn't keep the DNA protected. As we get older, our telomeres shorten. And our cells experience more and more divisions. Folks who have longer telomeres are living longer into their 80s and 90s. And typically have the lowest risk of death from cancers, heart disease and other immune system related problems. Those folks who have shorter telomeres have weakened immune systems and are prone to more health problems in cancer. Why this matters is that the more chronic stress burnout, toxic work environments, trauma, or even the environmental health problems that we're all navigating due to a warming climate. This puts more stress on our bodies. And then we have the real or perceived narrative that ‘I am not safe’. If there is, for example, a wildfire like many have experienced in places or a shortage of water in the world due to climate change. This is a real threat to our survival. But we can similarly feel the same bodily experiences of arousal when speaking to a challenging coworker or parent. If we are aware of a state of fear, when our autonomic nervous system is threatened, we really struggle to access our creativity, innovation or focus to be inclusive, collaborative or high performing. I myself have had long periods of chronic stress as an entrepreneur because there's just so much up and down risk taking the first couple years in a startup or a new business. You're working insane numbers of hours. And on top of that my childhood was also very challenging, and it didn't feel psychologically safe. So, at an early age, I had the wisdom to get into my body to start learning ways to regulate my response to stress. I began a yoga practice at 17. And I began meditating at 19. And this was all through just reading books because yoga and meditation where I lived was not the norm. This was a healthy adaptation to stress, and it did support greater resiliency in my mind, in my body, but also recovering telomere length. Carley Hauck 15:54 There are many research proven practices that I will share, to support you to create greater resilience and well being in your teams and workplaces. And these skills have everything to do with bringing our best and wholesales to work, leading consciously building trust, and high performing healthy and happy teams. I will get to these skills soon. For now I want to geek out a bit on the neurobiology of stress and our nervous system. I'm going to share the three parts of the nervous system. And the third part is often not talked about, but it has everything to do with psychological safety at work. The central nervous system, this nervous system relays our sense of safety. It is like the main switchboard of our body. The nervous system is the command center of all our other systems, our digestion, or circulatory system, etc. It gives us information about what to move towards and away from through sensation, nerve activation, neurotransmitters and other signals. It transmits and relays our sense of safety of our own body and externally to other bodies, and other human nervous systems. It's also bi directional, breathing, awareness, healthy diet, self regulation, movement, sleep, these can all influence the way our nervous system responds. For example, caffeine, too much technology, not enough sleep will heighten our levels of sympathetic nervous system arousal. Well, drinking chamomile, practicing meditation, deep breathing, gratitude or loving kindness practice may ramp it down. The polyvagal theory speaks to the brain, the throat, the face, the heart and the abdomen. And it has a much more critical place in the nervous system than originally thought. Most of us have heard of the autonomic nervous system as being two branches, which is the sympathetic nervous system and the parasympathetic nervous system. But there is another nervous system which I will speak to. The sympathetic nervous system under stress has a fight, flight freeze, fawn response, and the parasympathetic nervous system at ease has a rest and digest response. At ease, the parasympathetic nervous system drives us to move and act and we need this energy to wake up to have focus. And it allows us to slow down, rest, sleep and digest when it is at ease. You can think of the sympathetic nervous system as what it takes to get up the hill if we were in a car. And the parasympathetic nervous system is what takes us down the hill. When we move towards the threat response, this is known as the fight response. And the moving away from the threat is the flight response. If for any reason our system feels overwhelmed to navigate the situation in front of us, our parasympathetic nervous system will go into a low level freeze response. And the freeze response can manifest as an inability to move to speak or to act. We become the deer in the headlights and we can even collapse, dissociate, get dizzy, some people even lose their ability to control their bowels. Talking about our nervous system makes me feel like I want to take a deep breath with everyone. Let's just pause, take a deep breath in, let the belly rise and take a deep breath out letting it fall, two more times, breathing in, breathing out, breathing in and out. What I'm about to highlight is very important. The threat that people experience in their nervous system is not proportional to the actual threat. From the outside, you can't accurately assess the threat that an individual is experiencing. For example, if I was bitten by a German Shepherd as a kid, and my body is holding the implicit and explicit memory of this trauma, and I see a German Shepherd on a walk, who may be showcasing calmness, friendliness, he's not the least bit aggressive. But my body on the inside is responding on high alert, because of my past experience. And that is now impacting my current experience, even though it's not logical in the current moment. This is why the perception of what we believe is a stressor is so important, and so unique to each of us. Essentially, our cells are talking to our nervous system. So when your system is under stress, you don't decide how to react, your body is automatically reacting to the stressor. And its response, to fight to flee, to freeze, or to fawn is a response in the moment based on past conditions and experiences. What was modeled to you as a child, what you have tried that worked or didn't work, and where you've gotten stuck. There is nothing wrong with your reaction. You aren't stronger or weaker based on how you react to stress. Your nervous system is healthy. And you have the ability to learn, adapt and become more resilient to stress, which is what we will continue to speak to. So both the sympathetic and the parasympathetic nervous system are imperative to our flourishing and both are needed. But as I've been referring to there is one nervous system that has been left out. The social nervous system is the most modern part of the nervous system and it influences the autonomic nervous system. The social nervous system is specific to mammals, you and me, this new realization came about from the polyvagal theory. Our first level of detection of safety comes from the social nervous system, because we look to other people to know if we are safe or not safe. We're often scanning facial responses of people to know if they are safe. And during the pandemic, most of our faces in public have been covered with masks. So it's made it even more challenging to understand who is safe, and who can we move towards. Our biological imperative is togetherness and physical proximity, not social distancing. Our autonomic nervous system responses include fight, flee, freeze, but in our social nervous system, we have the other F, which is known as fitting in or fawning, where we may overly please overly help so that we can feel included and are not excluded and our sense of safety remains intact. Carley Hauck 24:37 Our social nervous system is here to help us create a sense of safety and belonging. It evolved because mothers needed to take care of their young by way of facial responses and appropriate actions to meet the baby's needs. And this would allow more loyalty from the mother to child and thus the baby's survival. It was really imperative to our flourishing. The social nervous system is primed first through the mother or the person who fed us but then to the rest of the family. The social nervous system holds the primary signal. Is it safe, do we belong? Do we not belong? It also influences a person's experience of trust. The bond between the mother and child in a secure and safe way in the early years is so vital to the integration of the nervous system. The assessment of safety will look different for each individual and is determined by inner factors and outward factors, like your gender and race. Psychological and physical safety is not just perceptual, but actually different depending on these unique factors. So are you following me so far? We began with talking about our perception of stress, and how our bodies... /episode/index/show/shineyourlight/id/22477385

54. Taking a Stand for a Good Food System with Bruce Friedrich 02/01/2022

54. Taking a Stand for a Good Food System with Bruce Friedrich We are kicking off season six with a conversion about the important topic of taking a stand for a good food system. I have the privilege and the delight to start this season with my friend Bruce Friedrich. Bruce is the CEO and founder of The Good Food Institute and he oversees their global strategy, working with the US leadership team and international managing directors to ensure that the Good Food Institute is maximally effective at implementing programs that deliver mission focused results. In this inspiring interview, Bruce and I talk about the importance of taking a stand for a good food system. We speak about how he got started in the plant based and cultivated meat industry, and one of the best ways we can mitigate the warming of the planet, which is to increase the plant based and cultivated meat products and policy to support these products to market so that we can reduce the meat on our plates. Bruce also shares some fascinating statistics and science on this topic for our listeners, as the Good Food Institute is one of the incredible vehicles that supports the research policy and industry in this space worldwide. Lastly, we talk about the future of food being a combination of plant based and cultivated meat. Many big food companies are supporting and adopting this necessary and sustainable shift. This is one of the many interviews of the season that will support you to optimize your inner game so you can lead consciously at work in the world. Thanks for tuning in. Guest Links: Bruce Friedrich https://www.linkedin.com/in/brucegfriedrich/ GFI on Instagram- https://www.instagram.com/thegoodfoodinstitute/?hl=en https://futurefoodtechsf.com/ The Next Global Agricultural Revolution Ted Talk by Bruce Friedrich- https://www.ted.com/talks/bruce_friedrich_the_next_global_agricultural_revolution?language=en GFI.org https://carleyhauck.com/podcast/43-the-future-of-food-is-cultivated-meat-with-curt-albright SHINE Links: Book Carley for Speaking — https://carleyhauck.com/speaking Leading from Wholeness Learning & Development — https://carleyhauck.com/learning-and-development Executive Coaching with Carley — https://carleyhauck.com/executive-coaching Contact Carley — https://carleyhauck.com/contact Well Being Resources: Carley’s Book — https://carleyhauck.com/shinebook Inner Game Meditations — https://carleyhauck.com/meditations Doterra — https://www.doterra.com/US/en/site/carleyhauck 4 Sigmatic — 15% Discount code Shine — https://us.foursigmatic.com/?rfsn=4405553.d15cc7&discount=SHINE Social: LinkedIn — https://www.linkedin.com/in/carley-hauck/ IG — https://www.instagram.com/carley.hauck/ Website — https://www.carleyhauck.com Newsletter — https://www.leadfromlight.com Website Page — https://carleyhauck.com/podcast Carley’s Patreon Page — https://www.patreon.com/carleyhauck The Imperfect Shownotes 0:01 Carley Hauck Hi, welcome to the SHINE podcast. My name is Carley Hauck and I am your host. This podcast focuses on the science, spiritual perspective, and the application of conscious, inclusive leadership, the recipe for high performing teams and awareness practices that you can cultivate to be the kind of leader our world needs now, I will be facilitating two to three episodes a month. And before I tell you about our incredible guest and interview today, please go over to Apple podcasts and hit the subscribe button so you don't miss any wonderful episodes. For those of you joining for the first time, welcome. This season is going to focus on topics related to optimizing how we live, work, and play. So that we can cultivate a strong inner game. The inner game is what I refer to, in my book, as the internal operating model that we can develop on the inside. So we bring our whole and best selves to our teams, our workplaces, our community, and our relationships. The inner game rules the outer game, and I have the privilege and the delight to start season six off with my friend Bruce Friedrich and he has a pretty badass inner game y'all. We are going to be talking about the important topic of taking a stand for a good food system. Bruce is the CEO and founder of The Good Food Institute. And in this inspiring interview, we speak about how he got started in the plant based and cultivated meat industry. We talk about one of the best ways we can mitigate the warming of the planet, which is to increase the plant based and cultivated meat products and policy to support these products to market so that we can reduce the meat on our plates. In fact, a recent study from the UK a few weeks ago just documented that 40%, 47%, of carbon emissions are not coming from transportation, which is where most of governmental resources go to but livestock farms and the way that we eat. If we can bring mindfulness to our food and consumption patterns and habits, we will ensure a more regenerative world and thus can bring back wild forests and have all the sustenance that nature provides. In this interview, Bruce also shares some fascinating statistics and science on this topic for our listeners, as the Good Food Institute is one of the incredible vehicles that supports the research policy and industry in this space worldwide. Lastly, we talk about the future of food being a combination of plant based and cultivated meat because the majority of food companies are supporting and adopting this necessary and sustainable shift. Bruce oversees the Good Food Institute's global strategy working with the US leadership team and international managing directors to ensure that the Good Food Institute is maximally effective at implementing programs that deliver mission focused results. He is a TED Fellow and his 2019 TED talk has been viewed 2 million times and translated into dozens of languages. He has been called the American food hero by Eating Well magazine. He graduated magna cum laude from Georgetown Law and also holds degrees from Johns Hopkins University and the London School of Economics. This is one of the many interviews of this season that will support you to optimize your inner game so you can lead consciously at work in the world. Thanks for tuning in. Carley Hauck 4:30 Hello, everyone. I am so excited to share with you a wonderful leader and human. Bruce Friedrich, thank you so much for being on the Stein Podcast. Bruce Friedrich 4:43 I'm delighted to be here, Carley, thanks so much for having me. Carley Hauck 4:46 Thank you. Well, Bruce we met last year and I have just been so impressed and inspired. I've been following your journey for a couple years but I finally, I think I just posted something about you on LinkedIn because I couldn't contain my enthusiasm anymore. And I'm just so excited to share your story and your leadership today. So, before we go deep into your journey of conscious, inclusive leadership, how would you define conscious, inclusive leadership? And why is that important to you? Bruce Friedrich 5:24 Well, let me start currently by thanking you for that insanely kind introduction, undeserved, but super gracious. And I'm really grateful. Conscious, inclusive leadership. I mean, it's, it feels cliche, but I really do like the concept of servant leadership. And there has been a lot written about servant leadership. And at least for me, I've mostly found it, I've mostly found servant leadership writing to really be quite good. But the phrase basically encapsulates the concept really well. And so I'm not gonna, I think, add much color for people who are versed in it. But really recognizing that the role of leadership is to help people vocationally self-actualize. So for all of my time, or close to all of my time, running organizations or running departments, what I have tried to do is provide a space where people remember why they're doing the work they're doing. And that's particularly easy to do at some place, like the Good Food Institute, and probably pretty easy to do, that most nonprofit organizations, you have a mission, you have a vision. Everybody who is there is already excited about the mission and the vision. And it's just taking the time to, as frequently as it doesn't get old for team members, remind people that although things can sometimes feel a bit like grind, the mission and the vision or they're helping us to charge forward. So for GFI, radically transforming the way that food is made with all of the benefits that I imagine we'll be chatting a little bit more about. And reminding people sort of keeping people on the team and focused on that. Which is easier said than done to some degree. But I think at a nonprofit organization, not that difficult. And then the other two elements of vocational self actualization. I really love Daniel Pink's book Drive, which is about this topic. And the other two things that he talks about. One of them is putting people into roles where they feel challenged, but not too challenged. As somebody who's spent a couple years teaching in inner city, Baltimore, through Teach for America, and studied education at Johns Hopkins, it's kind of the theme also of how education works. And how you move somebody forward. If it's too easy, you're outside the sweet spot. And if it's too hard if people throw up their hands and disengage. And I think that same concept is what you're going for, as a leader, leading a team. And then the third element is sometimes called autonomy. Although oftentimes people get the wrong idea about vocational autonomy and think it means do whatever you want to do, which, obviously it doesn't, people are at the organization and hired into specific roles. And at least at GFI, we set objectives and key results. So everybody is responsible for the key results that they have set on an annual basis, and then we recalibrate a couple times a year. So we're checking in three times a year in total on key results. So we've sort of reframed autonomy as significant reliance on the team at the frontline team member, to be the one who figures out how the work gets done. I'm still part of a team, you know, people are counting on you, but people are also supporting you. But strong mission, strong like focus on mission and a high degree of autonomy to figure out how to get the work done. And then challenge but not to challenge and the role of the conscious inclusive leader is to create that for people to help people self actualize in their vocations. Carley Hauck 10:03 Hmm, that's wonderful. Yeah, I love the reference to servant leadership and the focus on mission autonomy. And really focusing more on results versus, you know, checking. Did you do this? Right, you know, which I think, typically tends to be old fashioned performance reviews, but they're not really empowering, or inspiring people to bring their best. Bruce Friedrich 10:29 Yeah, yeah, I think that's sort of the micro managerial mindset is pretty demoralizing for people. And, and I think what's like a GFII, we do have a very rigorous hiring process. And, and we treat the idea, we really want people to come to GFI with full awareness of what the organization is that they're joining. So our hiring process gives people a bit of a snapshot into that. But we also want to make sure that once we bring people onto the team, we feel confident, once they're on-boarded and trained, we feel confident, relying on them to represent the organization and to do the work without anything that approaches or might even look like micromanagement. So we do, we go out of our way to hire phenomenally competent, and also extraordinarily kind team members. And if we get that right, which we do the vast majority of the time, that makes conscious, inclusive leadership for the people on the leadership team a lot easier to feel confident leading in that way. Carley Hauck 11:47 Wonderful. Yeah. You're definitely looking and scanning for the right people to meet the culture. So tell our listeners more about the trajectory of GFI, the Good Food Institute, when it started, how it evolved, where it is today, what is the vision going forward? Bruce Friedrich 12:12 Um, wow, that is a big, Carley Hauck 12:16 It's a mouthful. Try to put it into, you know, a couple bites, if you can. Bruce Friedrich 12:22 Yeah. So the genesis of GFI, was really looking at what the Beyond Meat folks, Ethan Brown and his team and the Impossible Foods folks, Pat Brown and his team, and at that point, Hampton Creek now, Eat Just, and this idea that we have been for decades, educating people with a view toward convincing them that they should eat less meat or no meat. And the brainstorm of the folks in the alternative protein movement is that that endeavor will be facilitated in a colossal way, if we can give people alternatives that don't require sacrifice. So for decades, we've been trying to convince people that through the moral weight of the argument to eat less meat or no meat, and per capita meat consumption, even in developed economies, where education is the greatest, it just keeps going up. So illustrative of that, is that even in the United States, where people best understand the external costs of meat production, per capita, meat consumption was the highest it had been in recorded history. In 2019 it went up, in 2020. I haven't seen figures for 2021. But I think the early predictions are that it will have gone up again in 2021. Carley Hauck 13:58 I feel so outraged hearing that that's a surprise. Wow. Bruce Friedrich 14:02 The remarkable thing about that, Carley is every, every year, in January and February, there are these articles about all of the people who are saying to pollsters that they are eating less meat, or no meat. And it's just not true, at least according to the statistics from USDA, and I think they're right. People are not good at evaluating their own behavior when they're answering questions and polls. There's the degree to which people say what their aspiration is. And it's sort of, I mean, it's similar to the vast numbers of people who if you ask them, Are you trying to lose weight? Will say yes, and yet, every single year for decades, obesity and overweight has gone up. So even as people understand what needs to happen, to not be overweight or obese, nevertheless, they need whole new colors for the maps to look at, you know what percentage of each state is overweight or obese on and it just gets worse and worse the same thing is true on with meat. People learn more and more about the external costs and harms. But where food is concerned physiology it's the base of Maslow's hierarchy of needs, its physiology. And for the vast majority of people, food is not something that is rational, and where ethics, or even weight loss figure in as much as people might prefer. And so at GFI, following the lead of companies like Beyond Meat and Impossible Foods and Hampton Creek, leaning into the idea that instead of working against human nature, we can work with human nature. And we can give people the precise products that they are craving, but we can make them in a way that does not have the external costs. So we can create the precise meat experience using plants. Or we can create actual animal meat by culturing the meat, instead of growing vast quantities of crops and feeding it to animals with all of the global health and biodiversity and climate and animal cruelty harms that come with the current system. Carley Hauck 16:34 You've really honed in on the science, the policy, the research around these two distinct subjects in when we think about eating healthier, plant based, or the cultivation of clean meat, we could say or cultivated meat. And I know that there are lots of resources and education on the Good Food Institute around this. But I feel curious, you know, for you, your evolution, why does this matter so much to you? I mean, it's evident, you know, to me, but I'd love to hear so you can share with the listeners because, you know, again, there's an ethical, there's a conscious, deeper internal motivation that is driving you that not everybody has. And I’d love it if you could spark that in everyone. Bruce Friedrich 17:31 Well, I mean for me, for me, it does go all the way back to my confirmation classes in the mid 1980s. And reading Matthew 25, which is for me, it has to do with Catholicism, but I think you can put it into a context for any faith or no faith, like what does it mean to be an ethical human being in the world. And in a world where hundreds of millions of people are living a nutritional deficit, hundreds of millions of people, their caloric intake is not sustaining basic bodily function to the degree that 10s of millions of people die every year from nutrition deficit related causes. That was the thing that was motivating for me and starting GFI, the sort of foundational question was, how do we feed close to 10 billion people without burning the planet to a crisp. And if we're going to add another couple billion people by 2050, and we're already living in a world where somewhere on the order of 700 million people are living in extreme poverty, we need a system that where that doesn't require that the vast majority of calories that are created by our farm system are given to farm animals. So the most efficient animal at turning crops into meat is the chicken. And according to the World Resources Institute, it takes nine calories of crops to get one calorie back out in the form of chicken meat. That's literally 800% food waste. So for all of your listeners who are concerned about food waste, which I'm guessing is 100% of them. We are rightly outraged at the fact that something like 40% of all food that's produced is wasted. But the simple biological fact is if you feed eight calories to a chicken, nine calories to check to get one one calorie back out, you've wasted eight of those calories you've went to 800% food waste just in the nature of what the production system looks like. With cattle, it's 4,000% food waste 40 calories and to get one calorie back out in a world where hundreds of millions of people are living in extreme poverty. And that is just morally outrageous. And then you factor in climate change. Carley Hauck 19:55 And we're running out of water because we're in a drought. When we think about, for example, you mentioned the chicken, you know, eggs, and how much water it requires to, again, feed the chickens to be able to give them the feed, and then all the water loss as well. And you've mentioned Hampton Creek now, Eat Just, Josh Tetrick is a friend. And he's one of the leaders that I highlighted in my recent book. And so I talked to Josh many, many times really understanding his motivation, the journey of Just and how they've gotten to where they are, but you know, the product that they had been able to bring to market and distribute in a much bigger way is the just ag and they're also number ginning on the cultivated meatspace as well, just to add that in. Bruce Friedrich 20:47 Yeah, the United Nations released a 408 page report titled Livestock’s Long Shadow. And they said, the inefficiency involved in growing crops to feed them to animals so that we can eat animals, you know, further to what you just said, if it takes nine calories into a chicken to get one calorie back out, that's nine times the water, nine times the herbicides and pesticides, nine times the land. And then for cattle, it's 40 times for pork, it's somewhere on the order of 13 to 15 times, for eggs or dairy, it's four to six times, that is... /episode/index/show/shineyourlight/id/21975740

53. How to Most Effectively Upskill in 2022 with Carley Hauck 01/25/2022

53. How to Most Effectively Upskill in 2022 with Carley Hauck What kinds of leadership qualities and new behaviors do you want to activate and/or upskill, this year? Welcome to the first episode of season six of the SHINE podcast. This season is going to focus on topics related to optimizing how we live, work, and play with science, tips, and also ideas on how we can start to design a workplace culture and world that is being mindful of our consumption, our energy leaks, and optimizing for well being of ourselves, our co workers, our communities, and the planet. To start the season off, I will be speaking about the important topic of How to most effectively upskill in 2022. This podcast interview is full of great science and action steps that you can take around four areas. 1) What is the science of habits? 2) How can we actually make new patterns and habits more effectively, and let go of the ones that are self destructive? 3) A program that you can apply in your life to help you to shift habits and create new healthy ones. 4) I will share with you the new habits program that I'm currently doing, how I'm shifting, and what I'm learning. Finally I will also give you an opportunity to identify how you want to optimize in 2022. This one will bring you back to the essential foundations of optimizing our well being so we can bring our best selves to work and life. Thank you for joining me as we explore the skills that will support trust, empathy, and collaboration as we move into this new year. SHINE Links: Book Carley for Speaking — https://carleyhauck.com/speaking Leading from Wholeness Learning & Development — https://carleyhauck.com/learning-and-development Executive Coaching with Carley — https://carleyhauck.com/executive-coaching Contact Carley — https://carleyhauck.com/contact Mindful Magazine Top Books to Read in 2022 — https://www.mindful.org/14-books-and-podcasts-to-embrace-the-new-year/ Well Being Resources: Carley’s Book — https://carleyhauck.com/shinebook Inner Game Meditations — https://carleyhauck.com/meditations Doterra — https://www.doterra.com/US/en/site/carleyhauck 4 Sigmatic — 15% Discount code Shine — https://us.foursigmatic.com/?rfsn=4405553.d15cc7&discount=SHINE Social: LinkedIn — https://www.linkedin.com/in/carley-hauck/ IG — https://www.instagram.com/carley.hauck/ Website — https://www.carleyhauck.com Newsletter — https://www.leadfromlight.com Website Page — https://carleyhauck.com/podcast Carley’s Patreon Page — https://www.patreon.com/carleyhauck The Imperfect Shownotes 0:01 Carley Hauck Hi, welcome to the SHINE podcast. My name is Carley Hauck and I am your host. This is season six of the podcast. We are at the very beginning of 2022. And I can feel this is going to be a year full of complexity, but the shifts, and the changes are happening and they're moving in the right direction. And I feel optimistic and inspired at what we can build together. And that's really why this podcast came about over two years ago. It is on the intersection of the application of conscious inclusive leadership, the recipe for high performing teams and awareness practices that you can cultivate to be the kind of leader our world needs now. And when I say the word leader, that doesn't mean that you have to be given a leadership title. We all, in my opinion, need to be leaders. Now, the way that we lead ourselves, the way that we lead our families, our communities, or workplaces. It's time to create a world that works for everyone, and is living in greater harmony with the planet. And so those of you that are joining for the first time, welcome. Each season has a different focus. And this season is going to focus on topics and interviews related to optimizing how we live, work and play. As always, I'll bring in a lot of science because I'm a nerd, there will be really applicable tips. And you're going to get a chance to listen to some incredible thought leaders, game changers, business leaders, spiritual teachers, on how we can design a workplace culture and world that is being mindful of our consumption, our energy leaks, and optimizing for the well being of ourselves, our co-workers, our communities, and the planet. Because guess what, y'all, it's all connected. So to start the season off, I am going to be the interview for our first topic. I would like to share about how to effectively upskill in 2022. One of the things that I was saying a lot in 2021, near the end of the year to colleagues, friends, family, to my coach was, ‘I am upskilling this’ or ‘I'm upskilling that’. And I've learned that by saying things aloud or repeating them silently in my mind, over and over, I actually start to create a neural pattern and habit, new circuits in my mind that are going to activate me actually doing that behavior. So based on my research background in neuroscience, and being a longtime meditator, I've been meditating since I was 19 years old, I understand, personally and professionally, how much control our thought processes and our narratives have on our behaviors, and thus our habits. So I'm going to break down what a habit what upskilling is. But before I get there, I want to just share one more piece. The truth is that I was getting ready to upskill. But I wasn't quite there yet. And there is a well researched and documented framework about the continuum of change. It's called the transtheoretical stages of change model and it was developed by Dr. James Prochaska, a professor of psychology, who specialized in the study of the dynamics of change, and he found five stages of successful behavior. Number one, pre contemplation. So what that means is like it's really not even your conscious awareness. It's way back in the unconscious of your wanting to make a change or shift a pattern of some sort. Number two contemplation, okay, now it's conscious, you're starting to think about it, oh, maybe I should, you know, eat more vegetables, or maybe I should not get so triggered around my mother in law, whatever it is. Number three, you're in preparation. So that's actually where I was. I was in the preparation mode. I was talking about it. I was researching the behaviors, the patterns I wanted to change, but I was about a month away. Maybe a little more from actually going into stage four which is action. You're doing it, you're doing it, you know, daily, regularly got a groove going. And ultimately, if you keep doing that action again and again and again, and I'm going to talk about how long it actually takes to create a habit, then you eventually come into maintenance where it's automatic, you don't really even have to think about it. It's part of what you do, right. Carley Hauck 5:30 So I was in preparation mode. And the reason that I know this is because now I'm in action mode. I wasn't ready to carve out the time to make the changes necessary. And so preparation mode can last a month, two months. And it's often a time when you're talking about what you want to change, you’re may be getting research, you're taking in the perspectives of other people. And so in my personal and professional experience, you need to not only have the right mindset, the motivation intrinsically, but also to create enough space internally. And what I mean by internally is, like, you know, do I actually have enough space to take something else on? Or is my mind, is my attention, you know, too distracted? And then externally, have I made enough space in my life to support the new pattern, the new habits that I want to actually have last? So at the beginning of a new year, like we are right now, there's often more motivation. One, there's queues and their signs everywhere, right? Happy New Year. What are you doing for the new year? What new habits are you going to be engaging in. And it's not like it's a whole new year. I mean, it is with numbers. But it's more that it's giving us a chance to start over to begin again, to start fresh. And there is a sense of inspiration in that, you know, anything's possible in a new year. But I'd also love to encourage us that we can actually start over in any moment, any moment that we were impatient, or that we ate the wrong food. And then we recognize we have awareness that we did that. We don't have to be really hard on ourselves. But we can say, oops, alright, starting over right now. And I feel like that's a more gentle way of approaching new behaviors and patterns. In this solo podcast, I will share some best practices, and tips on habits and upskilling for 2022. This is coming from my years of research on the subject, from supporting individuals, teams and organizations in my role as a leadership and organizational development consultant, as an executive coach, and from my many years of teaching on behavior change at Stanford, and with UC Berkeley's Haas School of Business, this podcast interview is full of great science and actions that you can take around four areas. What is the science of habits? How can we actually make new patterns and habits more effectively, and let go of the ones that are self destructive? I'm going to share a program that you can apply in your life to help you to shift habits, create new ones, I'm going to share with you the program that I'm currently doing and how I'm shifting and what I'm learning. And then I'm also going to give you an opportunity to identify how you want to optimize? What kinds of leadership qualities and new behaviors do you want to really ignite this year? And when I think about the essential leadership qualities for this new world that we're designing, we're creating, what comes to me is trust, empathy, and collaboration. Those are really important ones. And I'm going to share with you how you can develop those too. Alright, you ready? Here we go. Carley Hauck 9:45 So number one, the science. So what is a habit? A habit is a repeated thought, behavior or pattern. We may be conscious of or we may be unconscious of neuroplasticity is the brain's amazing capacity to change and adapt. In other words, our brain is malleable. It underlies forming new pathways under which some new habits are likely to occur and others are less likely to occur. It refers to the physiological changes in the brain that happen as a result of our interactions with our environment. So, there may be a habit that you're pretty unconscious of that you keep doing over and over again, which is triggered by some situation in your environment. And what's so interesting is that from the time the brain begins to develop in utero, until the day that we die, the connections among the cells in our brains reorganize in response to our changing needs. We're constantly adapting, as we've seen, in this very interesting, almost two years since we've been in this worldwide kerfuffle, I'd like to call it, pandemic, we are adapting quickly. This is a result of neuroplasticity in the brain. This is a dynamic process that allows us to learn from and adapt to different experiences. So how long does it take to create a habit? Well, a lot of literature and programs out there say 21 days, but that's actually not exactly true. There's a lot of variability. It might take one person 18 days, and it might take another person 200 days, and it really depends on the resistance, that you may have the situation that's happening, your proclivity to certain weaknesses, strengths, you know, some things are easier for us to create habits around other things are more challenging. Do you remember when I shared I was in preparation mode for upskilling? Yeah, I wasn't ready to really create the time. Because 2021 was a huge year in my life. It was launching my very first book. And in a pandemic, which brings a whole other set of challenges, fatigue and complexities to an already arduous task of launching a book. So at the beginning of 2021, it was all hands on deck around my book. And after eight months, of launching, of speaking, of podcast, interviews, of social media, of so many things, I felt emotionally and physically exhausted. And I was undergoing too much limbic friction, which is the energy needed to engage in a new habit to actually really start something new. Limbic friction is also a part of the emotional brain, the emotional brain tends to be in the limbic system that senses the resistance, anxiety, lack of motivation, or fatigue related to building any habit. There requires a varying degree of activation energy to overcome limbic friction and build a habit. And I just didn't have it, understandably so. So now that I have recovered some, I am more able and ready for upskilling. And we all have varying levels of limbic friction about certain tasks, and not around others. So for example, I've been practicing yoga and meditation for over 20 years. It is one of the very first things I do when I wake up in the morning. I look forward to it. And I don't have any limbic friction. It's automatic. But upskilling a new technical skill, for example, that has some limbic friction. So as you're listening to me, what behaviors do you notice in your life? Maybe just pick one or two that has more limbic friction, or less. So I've been using the word upskilling. A lot. It's become pretty trendy in the last several months. But what it means is that we're constantly learning more things inside our industry, or even outside of it. It can pertain to engaging and learning and development courses at work, listening to wonderful podcasts like this one, reading a new book, taking a course that offers a certification, or could even be conducting informational interviews. So, number two, let's talk about a program that you can engage in that will support you to be more effective at upskilling and habit formation in 2022. In order to be successful with any new patterns or behaviors, you want to make sure that you're working and learning within the natural rhythms of your brain and body hormones, that will make it more likely that you will be able to engage and thus sustain these new patterns and habits. So what do I mean by that? Science has found that in the first zero to eight hours after waking your brain and body are more action and focus oriented, that means that you can more easily overcome things with high limbic friction. So since most of us are going to bed, usually around 10, maybe plus or minus an hour or two, and waking up around 7am plus or minus an hour or two, you can imagine that the first eight hours are going to be the morning till late afternoon, when you're going to be most effective at new behaviors, tasks, anything that's going to take more energy concentration in the nine to 15 hours after waking. Later afternoons, maybe it's four or five, your serotonin becomes higher. And it's important for you to keep stress levels lower. And to engage in habits that don't require a lot of limbic overrides, because you're just not going to have as much energy. In other words, you want to have more behaviors that require more energy attention focus earlier and the first eight hours of your day. And then less of those as the day progresses. Carley Hauck 17:26 A test of whether you've truly formed a habit is when you can perform that habit or behavior at any point in the day without thinking about it too much. So you know, maybe your goal is to exercise in the morning. But if it's really a habit, then you find a way to exercise wherever you can put it in, right, you're waiting for your daughter, your partner, your friend, and you find you have 30 minutes and you keep an extra pair of shoes in your car and you go for a walk. The goal of any habit is automaticity circuits perform automatically without you thinking about it. So another thing that's been helpful, and has been found in the scientific literature around habits is that visualization helps to develop habits. If you can hold in your mind a sequence of things that need to happen for an outcome to occur, like following a recipe. This will help you to engage in that new behavior or habit, you want to visualize the series of steps needed. And really think about each step it takes. A really wonderful tip is to visualize the series of steps needed to adopt a specific habit, or maybe even to push through something where you have some limbic resistance. So for example, this morning, I engaged in my spiritual practice, like I do in the morning. And you'll hear more about what that entails as I talk to you about some of the habits that I'm forming later in this interview. But then I knew that I had some work that I needed to get done. And one of them being finishing the outline so that I could record this podcast. So I visualized the steps from okay, this is what I'm going to do, this is what I'm going to do next, and then this and then this and then this and then I was able to just move right into performing the task. The science showcases that a part of the brain called the basal ganglia, which is involved in the action or the doing and inaction is the not doing of certain things that actually gets activated when we put tasks with other tasks. It's also kind of called a task bracketing. So it actually sets a neural imprint in your brain that a certain thing has to take place. And then another thing takes place. Circuits in our brain are devoted to framing events just before and just after the habit. Another way to support effective habit formation is to reward yourself after you have completed that habit. You may identify the reward of ‘I will do this after the task is completed’, right? This is commonly referred to in the scientific literature as a reward prediction error. For example, if you expect a reward and that reward comes, a particular behavior associated with generating that reward is more likely to occur again. So, if I tell myself that I'm going to eat a nourishing delicious lunch and 30 more minutes, once I've completed the podcast outline, and I think the reward is coming, then dopamine release starts in anticipation of this reward. And that's going to increase the likelihood that I'm going to finish this task. What's also been really interesting to find in the science is that the dopamine in our brains has been found to be even higher, if we don't actually know that the reward is coming. But to initially reinforce these new behaviors to these tasks where there might be more limbic friction, it's really important that you tell yourself the rewards you're going to get once you finish it. So let's try this on. Identify a new habit or skill associated with some learning that you want to prioritize in 2022. And I'm gonna break it down into three categories. It could be well-being, so this would pertain to your health, you know, I want to get more sleep, I want to exercise more I want to try on this new form of exercise, I want to prioritize meditation, I would like to be eating, more fruits and vegetables, less meat, I want to engage in more play. I just feel like I'm just going through the motions every day, there's no play, there's no joy, right? So that that could be the well-being bracket. You could also be wanting to fine tune and optimize for relationships. And this could pertain to work or home and they tend to overlap. So what qualities or skills do you want to learn and develop, that might support you and your relationships at work or home? Greater self awareness, self regulation, emotional intelligence, empathy, compassion, forgiveness, right? And work. The third bracket. What habits or qualities do you want to learn, develop pertaining to the context of work. Is it technical skills, people skills or both? Less is more. ... /episode/index/show/shineyourlight/id/21885854

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