Retaining Talent in a Remote-First World

We are going to go ahead and get up and running. We are expecting quite a few more. So as usual, with our Friday sessions, we are going to kind of ease in to allow those folks who have those back to back meetings that we all have too many of these days to make their way in. If you've not yet shared your location in your industry in the chat, we would absolutely love to, to hear from you. We are going to be using the chat a lot today.

So another request to, if you can turn those cameras on, we'd love to see you. Uh, Kathleen, good to see you. Just saw that camera pop on. Welcome. But we're going to go ahead and get up and running on our topic today.

And, uh, it's a pretty, pretty good topic given the fact that this is a virtual presentation. We're going to be talking about retaining talent in a remote-first world. And, uh, there's going to be quite a few folks here that probably had never conducted a meeting virtually until 2020 when that little old COVID thing took place. So what we have started to discover is there is a lot of resignation taking place in the world. A lot of things are going on that are making it really difficult to develop and build and maintain culture in remote atmospheres.

So what we're going to spend a little bit of time today is we're going to take kind of a shallow dive into the topic of retaining talent in a remote-first world. So for today, uh, again, keep an eye open for this little icon that you see on the screen. When you see that icon come up, I'm going to be asking you to put some things in the chat and we'll do that probably a dozen or so times today if you've not been to a session before. My name is Kevin spent, I am the Chief Growth Officer here at The Pacific Institute. I was a long time client of The Pacific Institute before I ever came and worked here.

Fell in love with the impact that this content and curriculum made on my personal life, my professional life, and the organization I was working with. My endeavor is to be able to share that experience with each and every one of you, whether it's through sessions like this, joining our workshops or with ongoing coaching and consulting. First opportunity for the chat. Have you been to one of these sessions before? You can put a one in the chat for yes.

And two, if this is your first time here. And for all those folks that are putting in a one, thank you so much for coming back and for anybody that put a two welcome. Thank you for joining us. These Beyond Limits series are designed for leaders like yourself. This is our opportunity to share some insights about our core curriculum and the things that we champion here at The Pacific Institute.

It's a chance for us to gather leaders like yourself on a monthly basis. This will be the first Friday of every month that we come in and do these sessions for 55 minutes or so. It's a chance to network. If you look around, we're expecting about a hundred or so folks today. All different industries, all different rank and file within those organizations, but it's a chance to meet some other individuals.

It's a chance for you to learn a little bit more about what we do and a chance for us to share some of our messaging with our existing clients. And some of you who are maybe considering coming on board with us Pacific Institute is a little bit different than most of the consulting agencies out there. If you've worked with a consulting firm before, they have probably introduced you to a model and told you exactly what to do and how to follow it. And we don't operate like that. We focus on the core of how human beings view and react their surroundings.

In other words, our beliefs. And we know that those individuals, that if we can help them change at their core, then they can start changing and impacting those that are around them to their teams and their families. So we truthfully believe that change is a chain reaction. And what we mean by that is it's one to one to one to everyone or to infinity. So we want to touch those individuals at their core so that we can reach out to the people that they touch and so on and so forth.

But we believe that is absolutely perfect epidemic that we'd love to spread throughout this country and throughout the organizations within it. But it starts with a quote from our founder, Lou Teis, which was all meaningful and lasting change. It starts on the inside and it works its way out. And if you've ever gone through a big change in your life, you know that that happened internally

before it happened externally. And what we do is we work through the process scientifically of discovering what we have to do to make that meaningful change. And then from there, we move from me to we to where we share it with our teams. And if we're lucky, we can go one step further and share it with the entire organization or our families or our community. So what we believe is a quote that we stole from Seth.

Good. And you've probably seen this one before. People don't believe what you tell them. They rarely believe you show them. They usually believe what their friends tell them, but they always, always believe what they tell themselves.

And there's this process that goes inside of our minds called thoughts. We have a lot of 'em every day, about 70,000 thoughts per day run through our mind. And the ones that we have the most of those form our beliefs. So whatever we're thinking most frequently, that means that's what we believe and we absolutely believe everything that we tell ourselves. So what we have to think about is what are we telling ourselves when it comes to the topic of retaining talents?

What are we telling ourselves when it comes to the idea of retention? And what we have discovered and what research is currently showing is that there is a new reality that is taking place within the world of retention. That things have really just changed that perks and pay the things that used to work for our, maybe our, our fathers and grandfathers generations. They just don't work quite as well anymore. And top performers are not so much only motivated by that paycheck because there's so many places to make that paycheck that they're really more likely to stay when there's trust, meaning growth and freedom.

So if you're looking for the antidote to the great resignation that we've all been talking about the last couple of years, and what that is really illustrated is through some of the studies here. Gallup has pointed out that in 2024 globally, almost $9 trillion was lost due to disengagement of employees simply just crossing their arms and leaning back, saying, I'm not going to give this my all today, this week, this month, this year, Oracle said that career growth and recognition outweigh compensation more than they ever have before. And Financial Times pointed out that even high income earners are likely to leave without finding some trust and some meaning in the work that they do when you attend our workshops. Those are the exact types of things that we help focus on to understand the beliefs that people have about those things. A question for you to put in the chat.

And every time I do this, you're going to hear about 30 to 60 seconds of music. So please take an opportunity to think through and put your answers in the chat. What's one thing that your company or your organization offers that keeps people around besides a paycheck? What's one thing that your company offers that keeps people around besides that paycheck? I love all these answers coming in.

I see supportive culture, flexibility, opportunity to grow, room to grow. My favorite answer from Jim, good leadership, excellent diversity, equity, lots of folks saying growth. Growth seems to be the most common answer today. There's a good one from Bob. Opportunities to serve the local community through charitable efforts.

Terrific. So as you can see, by looking through the answers of others, it's not a foreign concept. We know what to do. But if you're honest with yourself and you ask the question of what's the number one thing people want when they come work here, maybe your first answer wasn't these really wonderful things that we all saw in the chat. Maybe it wasn't the integrity that I just saw, Kathleen, but maybe your answer was money.

Maybe your answer was dollars and cents. But if you look through the chat, there's some really good answers there. And human beings need a whole lot more than a paycheck. Maslow would agree with me. So there's a science that goes into engagement, and we get into a lot of this and there's a real basic science of engagement.

And the fundamental organizing principle of the human brain is really risk and reward, right? We want to move towards the risk. We want to, we want to move towards the reward, and we want to stay away from those risks.

So we are constantly scanning. There's this mechanism that's running on in our brain all times, and five times per second, our brain is scanning to ask a question, am I safe? You're asking yourself a question, is this safe? And based on the answer to that question, should I move forward or should I pull away? Some people might kind of define that like it's a line on the horizon.

If you're above that line, you've got your higher level thinking, you feel comfortable, you feel safe, you're at the higher ends of, of what Maslow says is important, you're willing to move forward. When you get below that line, you start getting defensive, you start getting more of that reptilian brain, you get a little bit more of the fight, flight, freeze type of things that go on, and you're just not your best self. So your brain's chemical response is really designed to engage with safety and reward. Going away from things that are dangerous, moving towards things that feel beneficial. So a simple way of saying that is if your brain feels safe and you lean in, you move towards it.

If it feels risky, you tend to pull away. If it's unclear, if it's risky, you tend to pull out. So here's another chance to see something in the chat. I'll play music again. But what's one behavior that you've seen either in your current organization or another one where you've observed that makes people really lean in, not pull away, but really lean in.

Let's see those answers in the chat. Ah, I love that answer. From the from the upper deck. Transparency. Great answer.

Listening, courage. People feeling heard, seen and heard. Excellence. Trust, encouragement, leading by example. There's some really good answers here.

Acceptance and support. Constructive feedback. Good answer, lolly. All right, great answers going in the chat. Thank you everyone for your participation.

So we can agree that there's a lot of really good ideas and that human beings we can see are going to get a lot more motivation than just those dollars and cents. And we've offered some really good ideas. Now we're going to summarize all these answers in the chat and we'll share a document later so that everybody who's in attendance today will have the opportunity to see just how good the ideas of the other folks were today. But let's talk about what's really taking place. So when an environment is feeling safe and somebody feels good, comfortable, whereas what Thomas Harris would say, okay versus not, okay, oxytocin rises.

Love that feeling. The chemical compound behind love is increasing. Dopamine, motivation, reward those good fuzzy feelings if you don't know what those words mean, butterflies, the good kinds. And then there's a bad thing that happens. Cortisol drops.

You don't want that in your system. That gets out of the way when you feel safe. So you're reducing your stress and withdrawal, you're increasing your trust, your bonding, your motivation, your reward, your brain decides this is safe. And I want to lean into this. So here's another example.

Knowing that these are the components that make somebody feel safe. What's something that your team does that you feel builds trust, that makes people lean in because they have a high level of trust, Active listening, people doing what they say, or consistency, authenticity, testimonials, open communication. Put an answer so quick I can barely read 'em. Seeking to understand is a great answer. Following through on your words.

Empathy. I like that answer, Bob. Receptivity to criticism.

Some really good answers in there. An associate of mine named Sarah Sarkis says that the highest performing teams have high levels of intellectual friction, but low levels of social friction, meaning they can disagree vehemently about facts and have differing opinions, but they're always social and cordial and get together with one another. So handling that type of feedback, giving that type of feedback only happens when you're in environments that have high levels of intellectual friction and low levels of social friction. Speaking of social friction, that's one of the things that makes an environment feel unsafe. So when an environment is unsafe, we flip that script, right?

That cortisol that was leaving your system comes rushing right back in so that you can feel stress and worry and discomfort. As mentioned before, that fight, flight or freeze behaviors take over. And as much as you might think, yeah, but I'm at my best when I'm like that, you're not. When those kick in, that front part of your brain that makes you so smart is completely deactivated. The part of you that acts like a reptile is very activated.

And we shift our energy, we shift our energy from growth to survival. And if you've been to sessions in the past where we talked about the difference of moving from problem solving to abundance, that's a big difference. Because when your energy is just going to solving the problem, you're not moving your energy into growing. And if you and your organization are trying to be more tomorrow than you are today, you don't want to be in survival mode. You don't want to be thinking about those basic essentials because your brain has made the decision.

This is dangerous. And as soon as your brain feels danger, there's that same cave person that lives inside of you that knew to stay away from the cold and avoid the saber tooth tiger that says, we are out of here. I am not engaged in this. So when that happens, people start pulling away and we all are really good at seeing it. So another opportunity to put something in the chat here is what's a sign?

Maybe even a subtle one or an indication that a member of your team might be in survival mode, they might be pulling away. What are some of the ways that you can tell? I like that answer. Crickets. Yeah.

You see conflict. Lack of communication. Let's agree to disagree. Yeah. Not offering options or opinions.

Kelly, good. Gerald With a great answer. Put the hands up. Hey, that's not my job. That's not my responsibility.

That's leadership's fault. That's management's job. That's The CEO's fault. I'm blaming him, Richard. We're used to it.

We're seeing a lot of obvious answers. Now we all know what it looks like. I don't have a question in the chat for you, but how many people here ignore it when they see those types of signs? Just let it lie and don't do anything about it. And it might be for a variety of different reasons, right?

The variety of different reasons that you might let something like that lie might be, uh, that you are uncomfortable with the tools of what to do next. You simply don't know, right? It might be that you haven't recognized that. It might be that there's not a communication in place or that the culture doesn't support it, but we're all really good at identifying it. And the first step towards any growth is always awareness.

You want to lose a hundred pounds, you gotta get on the scale first. You're not going to like it, but you're going to have to do it. Awareness is going to be the first step. So what we want to introduce here is another more robust way

of looking at what might make a person dip below that, okay, not okay. Line to have that person drop away from their higher level thinking and start being maybe a little bit more in survival. And if you've read a book called The Coaching Habits Habit by one, Michael Bunge, Stanier. Think I said his name right? You've seen some of this before, and if you haven't, you're going to think I'm a genius.

So I'm going to tell you a little bit of what he describes is the science of human engagement. Now, as I mentioned before, we're all focused on risk and reward, but here's a simple little acronym that can help us understand where we get our levels of trust. And four signals that can answer the question of, am I safe here? The T stands for tribe. You're asking the question, are you with me or against me?

Are you on my team? Are we in the same tribe together? As Cheryl would say, do we go to the same gemba together to do our work? So humans are wired for this. Humans are wired for belonging.

As much as we all like to say I'm a lone wolf. Yeah, but we're wired to be around others. It's chemically part of us. And when people feel disconnected or when people feel excluded during an exchange or they don't feel like they belong, they tend to withdraw, they tend to to pull back just a little bit. Most of us might have felt that a little bit at the beginning of COVID.

Most of us that worked face-to-face, kneecap to kneecap with others, suddenly we're in an environment where we didn't know how to stay connected to one another. We felt that when the hybrid environments kicked in, we might feel it on days like today where most of us are on a, where we're all on a screen. I don't see any conference rooms today. The E stands for expectation. Human beings like to know what's coming.

That's why we put headlights on cars at night. Otherwise, we just drive around bumping into stuff. We feel really good when we see where we're going. And if your answer to the question of, I would drive my car just as fast at night without headlights as I would with, you're lying. We like to see where we're going.

So unclear expectations. They create stress. They increase that cortisol, clear and predictable outcomes. They calm your brain. They get rid of that level of uncertainty.

Many of you mentioned transparency. That builds a lot of trust. If you have young children, you'll oftentimes know that when you take them to a store or a restaurant, they're walking along happily holding your hand on the sidewalk. But when it comes time to walk through the threshold of a door to a place they've never been, there's always a bit of a he hesitation. 'cause they don't know what's on the other side of it and they feel a little bit uncertain.

They're physically doing what a lot of people emotionally do when they feel disconnected or uncertain about what's coming. The R stands for rank. And this doesn't just mean this person outranks me here at work. This is in this conversation, in this discussion. Am I more or less important in this charge?

So certainly in a work context, you're going to feel like the CEO or the C-suite members might outrank you. But if that conversation changes to whitewater rafting and you're an expert and they're not, so does the rank. So it is situational and rank is going to change based on who you're having a conversation or communication with. So when there's changes in perceived status, note that I didn't say in status, I said perceived status. So when we think there's been a status change like that, it triggers that fear response.

It triggers that fight and flight and freeze response where we're not being our best selves. And when people feel respected and when they feel valued, everyone needs to know their mem uh, their roles. They're a lot more productive, they're a lot more calm. That's more rewarding than risky. And then finally, A is for autonomy.

We talk about autonomy all the time. We talk about it in Daniel Pink's book Drive, talking about autonomy, mastery, purpose being the ingredients for motivation, but autonomy. Do I have a choice? Am I being told what to do? Or do I have any choice about how to do it?

And we have a saying here that is not unique to us. All human beings will push back when they're pushed. All of us do. So with that. We want to make sure that we have the opportunity and the autonomy to make decisions.

Because when we have a sense of choice or an ability to offer our own input without it, our motivation drops. That becomes the things that we have to do versus the things that we choose to or want to or get to. Science has proven that when we do an activity that we have

to do versus that exact same activity that we choose to do, it can take as much as nine times the amount of energy to complete that task. So for those of you that absolutely have to take out the trash every day because your spouse tells you that you have to do it and you bemoan, I have to take out the trash every single day, it's taking you quite a bit more energy to do that thing that you have to do. Instead of maybe having the autonomy of choosing to be a good member of the family, clean up after yourself. But point being tribe, expectation, rank and autonomy are really important areas because they're answering the question, do I feel safe? And do I want to engage?

So I want to tell a little bit of a story about what this looked like in the workplace. How many people here use HubSpot as their CRM or have used it in the past? We do. We're currently migrating. It's going wonderfully.

So HubSpot runs a really good business. They have a really good culture. And they had a point in time where they almost didn't, they were on a really good uptick 20 17, 20 18, 20 19, stealing market share from others left and right. And then they had the same change that we all had, which was they went remote. They went remote for a good reason.

Everybody went remote in COVID. But they also started to stay remote because they realized that it was working, but not at first. At first it was an unmitigated disaster because when they first went remote, they started seeing cracks in their engagement left and right. They started seeing lower and lower engagement scores. They started seeing lower and lower participation.

And what was ultimately happening to these individuals is if we go through that TERA acronym and we say where they, where, where were that being violated? The new hires that were joining, they hire a lot. They hire about 12, 1800 people a year. Those new hires, they felt like outsiders. There were no hallways to have those hallway conversations anymore.

So there was no ability to share those shared rituals. Those little things that happen because of the hallway conversations, the simple little, you always get lunch with this person when you start. All that stuff faded away. And that level of belonging that I belong part of this team, I'm a member here, it went away. And when we don't feel part of a tribe, we start to back up just a little bit.

We stop using that good part of our brain just a little bit. Second thing that happened was expectations became foggy at best, unclear at worst. So priorities kept shifting. We didn't know how long to go in between meetings. There was no expectation set for, give yourself a couple minutes between meetings, don't schedule nine back to backs like we did at the beginning.

So teams didn't know what to expect, and there was ambiguity growing left and right because we just weren't certain. There was no discussion after the meeting because were all logged off. You couldn't carry the conversation into the hallway and back to your desk. So expectations got a little bit foggy and a little bit unclear. Rank was rough because without visibility, people were really unseen and they started to feel undervalued.

So as a result of that recognition, that little thing that all human beings crave, whether we admitted or not, it became really inconsistent. It's really hard to be able to be seen through a computer screen like this. Each and every one of you is about an inch by inch square. It's not that much to see. Finally, autonomy, as I mentioned before, those back-to-back meetings, left people feeling really micromanaged.

Boss would see, Hey, I see Mark's got a couple of minutes, I'll just slot in a meeting for him. 'cause there's no travel time, there's no back and forth time. He doesn't have to worry about getting out of his car and through the parking lot. So ownership over your own schedule declined. People started using calendars like I do, and they didn't use it correctly like I now do by leaving Buffer in between them.

And people started getting burned out because they felt like they couldn't even control their own schedule anymore. So as a result, things went poorly. Now HubSpot is still in business and they're back on the uptick. So what did they do? They recognized that their issues, they did not have to do with production.

It had to do with clarity, trust, and connection. And when those things slipped away, they started losing touch with their employees. So what did they do? How did they fix it? Step by step.

This is what they did when it came to Tribe,

when they onboarded, this was an idea that came from their employees. By the way, they didn't hire an outside consultant for this. Every employee was hired with what they called a hub buddy. It was a person to help guide them through connection and blogging. If you were ever in a fraternity or a sorority, this is like the equivalent of a little brother or little sister.

It's somebody to help teach you those rituals. It's somebody to help make sure that you feel like you belong right away. It's somebody who's been around before who can be a trusted resource for you. It's your opportunity to feel like you belong within the organization even when it's remotely. And if Bob's job is to make sure that he is checking in on Henry, that's a really easy thing to do within the culture, but we have to be aware of it first.

Speaking of that, that has to be the expectation. So leaders did better jobs of setting expectations. They framed their conversations better. They framed their week better. They did a Friday wrap up where they did short videos outlining wins, priorities, and what to expect next week.

So instead of just an email, there was a video because the engagement was higher telling people this is what's going on at HubSpot next week, next month, and maybe even next quarter or year. So when folks knew what was coming, they didn't have that apprehension anymore. The headlights were on and they could see that where the organization was going was safe. So it made them engage. Rank recognition became ritualized.

So instead of it just being Pat somebody on the back at a team meeting, things that you can do in person, they made it formalized. So at all the, at every all hands meetings, leaders gave shout outs to three different individuals for their contribution and impact. There were stories of them even doing something as simple as giving out little stickers and trinkets. And people would collect those and have them on their desk and they'd have 'em in their Zoom backgrounds. But these were the things that allowed people to feel recognized so that they didn't feel like they were working in a vacuum.

And then finally with autonomy, they developed something called Focused Fridays. A lot of companies have called this airplane mode. It's basically unplugging and not taking meetings for a period of time. So they said on Focused Fridays, you have total control over your schedule. You do whatever the heck it is that you want to do.

This gave people ownership and autonomy over their time. And psychologically, when you give people that on a Friday, it feels an awful lot like a gift. Because when you can control how you spend that last day before the weekend, even though your boss didn't do anything other than say take a day and spend it how you want, it sure does feel like you gave them something. So what changed? Those engagement scores that were dropping?

It went right back up again. People were leaning in instead of pulling out voluntary attrition declines. That is a fancy way of saying turnover decreased. And they started keeping people around for longer and performance got stronger, stayed strong. So it wasn't just that they fixed the culture problem, it got better.

They figured out how to make it work. Interestingly enough, they're still a remote company. They have not gone back to what used to be a fully in-person model. Because if you're thriving doing something new, why would you go back to that? There's no reason to.

So what we have to think about is how can we emulate? How can we copy that? They did it in some small and meaningful ways because when you increase trust and motivation and resilience, the brain is really happy about that. And when you ignore those, TERA needs people withdraw. It results in self-protection.

It results in turnover. So a line that comes from Cheryl Hicks, our chief Product and Service officer, she says, culture either invites you in or it pushes you out. You're either going to get invited to come to this campfire or we're going to tell you that you don't belong here. You shouldn't be here. So my question is another opportunity to put some things in the chat.

What's one way that you can tell when someone's pulling away? How can you tell when somebody's leaning out or pulling away from your culture? Let's see some answers in there. Disengaged, not engaging. Absenteeism.

Yeah. Aaron gives one of my good answers. The two word email looks good. Noted. Got it.

Received. Yeah. Not smiling. If they're generally a happy person forming clicks at work, private messages, we'll just meet after the meeting.

The parking lot conversations that really just mean, we can talk about this when others aren't here. Distraction, lack of motivation. Yeah. You even start seeing people what feels like weaponizing, how quickly they reply to emails. Absolutely.

So as we move on and we start thinking about how do we apply this more towards our leadership challenges, we know that there are the key components. At the end of our presentation today, there's going to be an opportunity for you to get a copy of these slides. I assume that most of you are not taking a picture of me. I've seen a lot of cameras coming up. I'll be happy to send you a headshot, but I'm going to send a copy of the slides afterwards.

It's far higher quality than your camera images. Don't stop taking pictures if you like 'em. But I'll be happy to send the slides afterwards. So we know we want to build tribe through shared belonging. We know that we want to clarify expectations to reduce that fear.

We know that we want to respect individuals rank, and we know that we want to empower the autonomy of each of these individuals. We want to give them the choice to be able to do these things moving forward. So here's a couple of questions for you to reflect upon, and I'll play some music again. So where are you strong in TERA already? Let's see.

Some answers go in the chat. Where do you think that your organization is already strong in tribe Expectation, rank or autonomy? And for those of you that put an answer, if you can put a one sentence explanation, it's even better behind autonomy or tribe. Lots of autonomy in tribe so far. All right.

I see expectations and core competencies, very supportive of one another. We're an organization of subject matter experts. That's a good example of respecting rank. Ah, It looks like Aaron's company Does that End of the week email. Excellent.

Another question for you is, where do you think there might be gaps? You don't have to give details if you don't want to share that, but where do you think you might have gaps in tribe? Expectations, rank and autonomy. Lots of expectations showing up there like that. Peer buddies, volunteerism.

Excellent. Here's one more question for you on the personal side of things. Pick one. Which one of the four do you think you might be able to work on? Strengthening your ability to create tribe expectations, rank or

Richard, with the solid use of 11 exclamation marks, it's good. Daily, weekly, minutely battle to set expectations. It's actually a really good point by Richard that expectations, it's great to set 'em up at the week, but if you want to set a proper frame, set it over and over and over. Reset and reset and reset. So as we're nearing the end of our time today, there's going to be some time for questions at the end.

Just a couple things to keep in mind as we're moving forward. Start by just writing the word TERA on a piece of paper in front of you. And be aware of it. And identify and recognize opportunities for improvement. Go throughout the course of your day today and identify where am I making, making people feel like they belong?

Where do I feel like I belong? Where are the expectations clear for me? Where am I making those expectations clear for others? Where am I feeling that I have rank in appropriate way in a conversation? Where am I stealing that rank from others?

Or how could I give it back to them? Right? And then, where am I feeling like I have autonomy? Where am I perhaps robbing others of their autonomy or could I give them more From that, you can start to build a plan. First step towards any personal improvement is awareness.

Second step is making a plan. So start by making a specific plan. Recognize, hey, maybe I'll try to do what HubSpot did in creating some expectations or some autonomy or some tribe. What can I do to my onboarding process if I'm a remote organization that I might be able to copy that would feel like a hub buddy or a little brother or sister? And the last thing is going to be actions, right?

You first have to be aware and you have to make a plan, and then you have to take an action. So if you really want to take actions, identify something, TERA, make a plan, and then commit. The University of Waterloo has done a study that I talk about a lot that says that human beings, if we do not use new information and put it to use in our day-to-day lives within the first 24 to 48 hours, our brain deems it as not important. And it doesn't commit it to memory. Meaning the likelihood that we're going to use it diminishes tremendously.

The percentage is 66% of what we learn is forgotten if we don't use it within the first 24 to 48 hours. So if you liked some of this, you thought it was applicable, you thought it made a lot of sense, use that little brain hack. Put it to use within the next 24 to 48 hours so that your brain can commit that to memory as something that you do that's productive and positive so that you can come back and revisit it, build it through repetition, repetition, and make it part of your everyday life. So here's my challenge for the group. If you're brave, put it in the chat.

What is one action that you think you can take? It says here starting on Monday, but it really should say starting before Monday. 'cause that's outside of 24 hours or 48 hours. So let's take some time think through this one. But what are some things that you think, what's one action you're going to take to build tribe?

Expectation, rank, or a time? All right, we got some good ones in here. Communicate about the entire week with my team by Monday. I like it. Ask my CEO to add a rich lies.

Do I like that? Erin? A ritualized team member recognition at the end of week update. Set clear expectation with team members for each step. Absolutely some clearer messaging

and more engagement from the team in the targeting process. Make it their ideas, not mine. Beautiful. There are some very good answers in the chat. You have a lot to copy from one another.

I like that one. Ariel encourage leaders to give shout outs at all the all hands meetings. It's a good copy from HubSpot. We used to work for a company that did recognition by giving out stuffed emoji awards. Surprisingly effective.

Excellent stuff. Thank you so much all for putting your answers in. We are going to be wrapping up a little bit early today because I wanted to leave an opportunity at the end for some questions. So for those of you that are here, we are all done with content. So if you book back to back meetings and you're looking for a little 18 minute break before your next one, you can absolutely drop off.

If you're looking to engage with us though, you can scan the QR code that you see on the screen. I'm also going to be putting that link in the chat for us as well in just a moment. So you can copy on it there if you prefer. Instead of using your phone, this is an opportunity for you to get a copy of the slides. So if you liked some of the things that you saw and you want those in PDF format, I'll send them to you.

It's a chance for you to get a little bit more information about how to engage with us. So if you were looking through this and you thought, well, I saw a couple ideas, but how would I possibly apply this in my organization? That's exactly what we do. We work with individuals like yourselves to take principles like this and be able to ingrade them into the fibers of your work culture so that this can be part of the day in and day out activity. And if we do things well, hopefully you'll be the success story.

Instead of HubSpot. When we do this again next year, we want to tell those positive stories and copy from you. And of course, it's a chance for you to engage with us and give us your feedback. We, like all organizations, believe that all feedback is a gift. Even negative feedback that sometimes we want to give back.

So all feedback is very beneficial. We'd love to hear from you if you're enjoying these sessions. This is still the same QR code. Nothing has changed. But we are going to be back next month for another session that is not titled what you see on the screen.

So I'm going to go back. Sorry. That is, that. Is this month's all over again? Next month, we are doing a session called Culture is Not a ping pong table.

You're going to be talking about the difference between, uh, performance, culture and social culture, where we're going to be unpacking the differences between culture that happens to have a ping pong table in the break room, and a really positive, productive culture. That is the end of our time for today. I'm going to stick around if anybody has questions, comments, wants to, uh, to ask anything. Otherwise, thank you all so much for being here, for being on time, for spending the past 45 minutes with us. We sincerely to hope.

Sincerely hope we see you again back here next month. Have a wonderful weekend.