Guests, Leadership, Working Remotely

How is Remote Work Changing the World of Human Resources? with Suzanne Lucas (Evil HR Lady)

Wayne speaks with Suzanne Lucas (better known as Evil HR Lady) about how remote work has changed the world of Human Resources. They discuss what issues arose that no one expected, how conversations that used to be private in the office are no longer private in a remote environment, and why hybrid is Suzanne's favorite way to work. 

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Join us for a powerful, 4-part video series titled, Demystifying Remote Leadership. You will learn how to create solid working relationships in a virtual team with more confidence and less stress!

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Guests, Technology

What can Remote Teams Learn from Telemedicine? with Dr. Mary O’Connor

Wayne is joined by Dr. Mary O'Connor of Vori Health to talk about what remote teams can learn from telemedicine. Vori Health is an remote business and Dr. O'Connor discusses how it's possible to practice medicine (traditionally something very hands-on) remotely as well as how telemedicine rose even before the pandemic. 

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Join us for a powerful, 4-part video series titled, Demystifying Remote Leadership. You will learn how to create solid working relationships in a virtual team with more confidence and less stress!

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00:00:08:02 - 00:00:33:03
Wayne Turmel
Hi everybody. Welcome back to the Long-Distance Worklife podcast where we try to make sense of remote work, hybrid work, work from home, all of that foolishness to keep the weasels at bay. Thank you for joining us, as always. This is a Marisa-less episode because I actually have a guest today and I'm going to introduce her now.

00:00:33:04 - 00:01:02:23
Wayne Turmel
This is Dr. Mary O'Connor. She is the brains behind Vori Health. And what I thought we would do today is talk less traditional remote work and more how other fields are dealing with what all of us are dealing. And nowhere are we seeing more of this radical change than in the area of telemedicine. So Mary, if you would, just introduce yourself real quick.

00:01:02:23 - 00:01:06:18
Wayne Turmel
What does very help do and then will get into the discussion?

00:01:07:13 - 00:01:36:09
Mary O'Connor
Great. Wayne, I'm just delighted to be with you and your listeners and viewers today. So my name is Mary O'Connor. I'm an orthopedic surgeon. By background, I am the chief medical officer and co-founder of Vori Health, and we are a virtual musculoskeletal medical practice, meaning we take care of people with spine and joint and muscle problems, which, as you know, are extremely common, especially as we get older.

00:01:37:01 - 00:02:06:23
Wayne Turmel
As I sit waiting for my knee replacement, I can completely understand. Here's the thing that fascinated me and why we wanted to have the conversation. There are two things. One is that you are a completely virtual business, and that is fascinating. The other thing is when we think about knees and backs and that kind of thing, we always think of this as very hands on like you need to be there right up.

00:02:07:16 - 00:02:15:05
Wayne Turmel
How do you do orthopedic work and not be in the room with the joint that you're talking about?

00:02:15:14 - 00:02:46:00
Mary O'Connor
So I know that's a great question and one I get frequently, and the answer's pretty straightforward. There's a tremendous amount that you can do through virtual only interactions with patients. Number one, the first thing that a lot of patients and people don't know or recall is that the majority of the decision making process by their doctor in terms of what their doctor thinks is going on, is based on the patient's history.

00:02:46:17 - 00:03:14:16
Mary O'Connor
So the history is really important. How long was your back hurting? Did you injure it? What makes it worse? What makes it better? Those kinds of things. The physical exam is still important, but there's a huge amount of it that you can do actually. You know, virtually. So there's there's very little limitations. And most of the decision making process is going to be based on the information that you can obtain virtually.

00:03:15:01 - 00:03:40:18
Mary O'Connor
And when my orthopedic surgeon colleagues challenged me on this point, I will give them a perfect example of it. Someone who injured their knee. Okay. And the question is, did they tear their anterior cruciate ligament? That decision on whether to get an MRI scan of their knee to prove if they had a tear is going to be based 95% on the history of the injury.

00:03:40:23 - 00:04:09:16
Mary O'Connor
And looking at the knee, you don't have to put your hands on to do some ligament testing to drive the decision making about the MRI. So we're the first to say not all care can be delivered virtually, but a surprising amount can. And where that becomes so important is particularly for your audience, because working people just don't have time like it is.

00:04:09:21 - 00:04:30:00
Mary O'Connor
It is a huge amount of time to actually go in to see your doctor or your physical therapist out of your workday. And so offering these virtual services is extremely convenient and time efficient for patients. And they they really appreciate that.

00:04:30:00 - 00:05:12:11
Wayne Turmel
There is and I was thinking about this interview, there is a real corollary between a lot of the remote work that we had to do suddenly when COVID hit and the move to telemedicine, one of those things is there's a lot of skepticism about can it be done right then in you've already addressed some of that. Tell me what happened kind of in the xigaze is the wrong word, but it sounds impressive and it's the only one I can think of what shifted people's thinking when COVID hit, because that really pushed telemedicine over the Rubicon like it did so much remote work.

00:05:13:11 - 00:05:46:15
Mary O'Connor
Well, obviously what happened is people were afraid to go in for in-person services and clinics shut down. You know, I was at work where I was working at Yale at the time. And, you know, we literally just shut everything down except for true emergency services. And that was really challenging because patients still needed care. And so it was a phone call or we started doing Zoom calls, right.

00:05:46:22 - 00:06:21:03
Mary O'Connor
Because because the the technology and the functionality of telemedicine existed long before we got into the COVID pandemic. But it was never embraced by the medical profession for a couple of reasons. One, change is hard. Why change if what I'm doing, you know, I just want keep doing what I'm doing. And secondly, and what was very important is that the federal government, Medicare and commercial insurers were not paying clinicians for telemedicine services.

00:06:21:12 - 00:06:38:06
Mary O'Connor
So when the pandemic came, the legislation was introduced that basically said, okay, everybody is going to now pay for telemedicine services. And that was obviously critically important.

00:06:38:06 - 00:07:03:01
Wayne Turmel
One of the things that I find really interesting about this is there was this when telemedicine started, part of the resistance was, well, it's making the best of a bad situation, right? I can't go into the doctor, so I guess I'll get to see the doctor. And there's this mindset that just there's a lot of remote work was, well, we can still get our work done, but it's not as good as being in the office.

00:07:04:02 - 00:07:26:20
Wayne Turmel
You actually have identified some real advantages. I mean, one of them is the convenience to the patient. But in terms of the way that your team works together, there's been some real advantages to telemedicine, which makes this not just, you know, making the best of something, but actually making it better when.

00:07:26:20 - 00:08:01:20
Mary O'Connor
Absolutely. So, you know, what we can do with a virtual platform is something that actually cannot realistically happen in the in-person settings. So when patients come to us and we're very I'll digress for a moment, we're very focused on what we call the bio psychosocial model, because we we understand that the patients are like whole beings, right? And their health is influenced not just by their injury or their back pain, but by their sleep and their nutrition and their mindset.

00:08:02:05 - 00:08:37:11
Mary O'Connor
And so we know that we have a much better chance of getting that patient better in our model if we are focused on many things that influence that patient's health. So I'll just do back pain as an example. We know that upwards in some studies, 50% of low back surgeries are inappropriate. That is a shocking number. Now, I am not saying that my spine surgeon colleagues are evil or bad people, but I'm a surgeon.

00:08:37:20 - 00:09:07:00
Mary O'Connor
And when patients would come to see me, it's really kind of a binary decision. Do you need surgery? Can I do surgery to help you or not? And surgeons see patients through the lens of that viewpoint. Surgeons are not typically well trained on non operative care these days, so there is a bias towards patients getting surgery that could be avoided and that's what the research shows.

00:09:07:08 - 00:09:32:00
Mary O'Connor
Right. So we said, well, we should do something about this one. It's really bad for patients. It harms patients. 7.6% of those patients that have low back surgery are back in the O.R. for a second operation within the first year. That's just like astonishing in this tragic way to me. So we bring patients in and we give them a care team.

00:09:32:06 - 00:09:56:15
Mary O'Connor
Again, you can do this in the virtual environment. You cannot do it practically in an in-person setting. So they have a health coach in the first 60 minute visit. You're going to see your health coach, you're going to see your doctor, you're going to see your physical therapist. And we're going to get you started on a care plan that focuses on what matters to you, not just what is the matter with you.

00:09:57:01 - 00:10:19:17
Mary O'Connor
So we maybe what the what is the matter with you as you have back pain, but why does that matter to you? It matters to you because you want to play with the grandchildren or you want to get out there and walk after dinner, right, with your wife or something. And so we focus on getting you to do those activities that bring you joy and add value to your life.

00:10:20:04 - 00:10:49:07
Mary O'Connor
And that allows us to actually incorporate your preferences, the patient's preferences and the patient's values into this whole process. You can't and then and then we deliver it all through your app or on the web, however you want to access our virtual services. So it allows a virtual platform, allows us to innovate in the delivery of care in ways that you simply couldn't in an in-person setting.

00:10:49:22 - 00:11:15:20
Wayne Turmel
In a really minor example. So maybe it's not so minor. One of the things that a client told me is it's easier for them to coach people because you see them in their natural habitat, right? You can see what their homes look like. And are they working at a decent workspace or are they at the North End of the dining room table on a folding chair?

00:11:16:01 - 00:11:23:01
Wayne Turmel
You know, you can you can see what their environment looks like. And that's got to be an advantage in medicine as well.

00:11:23:04 - 00:11:40:05
Mary O'Connor
I mean, it absolutely is. For example, we have I'll just use an example, we have a fall reduction program because falls in the elderly. I know I don't like to use I should I rephrase that in the older population are home.

00:11:40:08 - 00:11:44:11
Wayne Turmel
What you want are elder and you know for the population.

00:11:44:12 - 00:11:49:14
Mary O'Connor
As I get closer and closer to that category, I become more sensitive to the label.

00:11:50:02 - 00:11:53:07
Wayne Turmel
Your definition of what is older certainly takes a beating.

00:11:53:16 - 00:12:18:18
Mary O'Connor
But having personally operated on, I don't know, a couple thousand people with hip fractures. Right. And how devastating that is to the patient and their family to fall. Prevention is huge. And so when we can see patients in their home, it is so much easier to help them to help them craft an effective fall reduction program. That's just one example.

00:12:19:05 - 00:12:21:01
Mary O'Connor
The other point that only and.

00:12:21:01 - 00:12:25:06
Wayne Turmel
Just to be clear, you're talking about things like take your phone and show me what your tab looks like.

00:12:25:06 - 00:12:54:00
Mary O'Connor
Well, take your particular laptop. Show me show me what your living, living room looks like. Right? Show me, show me where you walk in your house. Right. Let's look at those rugs. Are they trip hazards? Let's look at your bathroom. Do you have, you know, is it safe? What's your risk of falling there? But the other thing that I'll mention is that I think that we innately feel more comfortable in our homes, in our own environment.

00:12:54:12 - 00:13:24:20
Mary O'Connor
And I think the more comfortable the patient is, the more forthcoming they are with their their really trusted personal information. Because, you know, health care is a very personal interaction. You know, you share things with your doctor that you don't share with anybody else. And the more comfortable the patient is, the more likely they are to share important information.

00:13:25:11 - 00:14:00:23
Wayne Turmel
Well, this is really critical and maybe the last really deep dove part of this conversation is the level of trust required to make this work. And it's interesting because your population is more demographically advanced since we're playing Euphemism Theater. Right? But they're generally older people who are less comfortable with technology generally and certainly have lived 50, 60, 70, however many years under the traditional medical system.

00:14:01:06 - 00:14:19:05
Wayne Turmel
So this is a pretty radical change. How do you, as clinicians, prepare to help build trust? I mean, other than the fact that they're in their own environment, which helps. But how do you actively build trust with clients to help overcome that resistance?

00:14:19:11 - 00:14:46:10
Mary O'Connor
So just a couple points. We take care of a lot of young people to I mean, we see patients 18 years of age and older and then next year we'll move into pediatrics. Okay. So we take care of plenty of people and and, you know, of course, as a general statement, I know I'm biased, being biased here. But in general, younger individuals are far more comfortable with technology and a lot of virtual interactions.

00:14:46:10 - 00:15:19:05
Mary O'Connor
Right. But listen, there's plenty of 20 and 30 year olds that hurt your back or have knee pain or shoulder pain that love what we do. The key to trust in my in what we do and in my experience is being a doctor and surgeon for many, many years is first the patient has to know that we're really supporting them and that work, that we are committed to doing the best that we can for them.

00:15:19:20 - 00:15:42:22
Mary O'Connor
So that is the essence of trust between the patient and the doctor. Right. I am there and you I am advocating for you. I am not focused on doing something the insurance company wants me to do. I'm there to give you the best care that I possibly can. You can establish that through a virtual connection, just like you can't in person.

00:15:44:00 - 00:16:16:19
Mary O'Connor
Secondly, I really do believe that our model, where we're focused on and that biopsychosocial approach and looking at that the individual more holistically helps, helps reinforce that trust. Because for example, when in the lower back pain example, right, if you know, if I was the queen of the universe and I could take everybody with low back pain and simply improve their sleep right now, no meds, no nothing else but improve their sleep.

00:16:16:20 - 00:16:48:18
Mary O'Connor
I would lower their back pain. So our health coaches will help patients focus on that. But in the real world, setting doctors, spine doctors and surgeons and physical therapists, they don't talk about that. They don't use that lever to help drive improvement. Why? Because we don't have the infrastructure to do it right. They don't have a health coach to say, okay, Mary, let's let's talk about your sleep.

00:16:48:18 - 00:17:18:08
Mary O'Connor
Let's talk about little small changes that you can make that are going to add up over time. Right. Because we use a lot of cognitive behavioral therapy models with our health coaches interacting with patients because you have to make the change doable for people and then and then they can do it. And then when they see success, it's easier to get to the next level.

00:17:18:08 - 00:17:45:13
Wayne Turmel
Thank you so much, Doctor. I'm hoping that our listeners have been able to kind of connect the dots because they sound like, you know, I'm a project manager, I'm a coder, I'm whatever I'm doing that's different than medicine. But if we look at how do we collaborate, how do we build trust, the advantages of meeting customers where they are, I think there is a lot to be learned.

00:17:45:13 - 00:18:10:00
Wayne Turmel
And I, I know I did. And I hope that our, our listeners got a lot out of that. For those of you who were interested, maybe, you know, you thought is that bio psychological? What we're going to have notes. We are going to have a transcript available on our website. Long distance work like dot com as we do with all of our shows.

00:18:10:14 - 00:18:32:14
Wayne Turmel
If you are interested in learning more about remote work, if you visit like this longdistanceworklife.com. We have a four part video series on demystifying remote work that we would love you to take advantage of. And if you have questions that you would like to have answered on the show or ideas for subjects or people, but you'd love us to talk to you.

00:18:32:18 - 00:18:53:01
Wayne Turmel
Drop us a line. You can reach me. Wayne at Kevin Eikenberry dot com or Marisa at Kevin Eikenberry dot com. And you all listen to podcasts you know the drill like and subscribe so other people can find us. Doctor Mary O'Connor, very health. Thank you so, so much for being with us today. I really appreciate your time.

00:18:53:20 - 00:19:12:11
Mary O'Connor
My pleasure. Wayne. And wishing you and all your listeners and viewers great health.

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Guests, Surviving Remote Work, Working Remotely

Feeling More Connected with Your Remote Team with Ryan Jenkins

Working remotely can come with a lot of isolation and loneliness. But Ryan Jenkins, author of Connectable: How Leaders Can Move Teams From Isolated to All In tells us that loneliness isn't defined by the absence of people, but the absence of connection. Ryan joins Wayne to discuss ways that leaders can help their team members can feel more connected even when working remotely.

Additional Resources

Free Video Series!

Join us for a powerful, 4-part video series titled, Demystifying Remote Leadership. You will learn how to create solid working relationships in a virtual team with more confidence and less stress!

View Full Transcript

00:00:08:03 - 00:00:38:05
Wayne Turmel
Hi everybody. Welcome back to the Long-Distance Worklife Podcast, the podcast where we try to help you figure it out, thrive, survive, generally keep the weasels at bay in this crazy world of remote and hybrid work. And today I am really, really excited. My name's Wayne Turmel by the way. Melissa is not with us because we, in fact, have a fabulous guest who I'm going to bring in right now.

00:00:38:11 - 00:00:54:23
Wayne Turmel
Ryan Jenkins is the coauthor. And as a coauthor, I'm very sensitive to making sure people get their credit. He is the coauthor with Steven Van Cohen of Connectable How Leaders Move Teams From Isolated to All In. Brian Jenkins is with us. Hi, Ryan.

00:00:55:14 - 00:00:56:13
Ryan Jenkins
Hey, Wayne. Thanks for having me.

00:00:57:10 - 00:01:08:21
Wayne Turmel
Thank you for being had. Here's the deal, by the way. I just realized I called Marisa Melissa a moment ago, so just, you know, clear it up.

00:01:08:22 - 00:01:10:00
Ryan Jenkins
My man got it cleared up.

00:01:10:18 - 00:01:20:04
Wayne Turmel
It's kind of like working in the kitchen. Ryan, I first of all, the book is terrific. For those of you who haven't read Connectable, please. Please do.

00:01:20:12 - 00:01:20:21
Ryan Jenkins
Thank you.

00:01:20:22 - 00:01:47:19
Wayne Turmel
But I was interested that you spent a whole lot of time on something that I think is really important and doesn't get a lot of conversation, which is this idea of loneliness at work and maybe you can help. It's always good to define terms. Maybe you can help us. What is the difference between loneliness and being alone? Because a lot of us actually kind of dig being alone to get our work done and whatever.

00:01:47:19 - 00:01:50:19
Wayne Turmel
But lonely is different. Let's start there.

00:01:51:20 - 00:02:17:01
Ryan Jenkins
Yeah. Great. Thanks for having me. Weigh in and look forward this conversation. I'll take it one step back. I won't answer your question, but I think it's important for folks to understand that loneliness isn't defined by the absence of people. It's defined by the absence of connection. So we, you know, viewers and listeners can probably relate. You've been in a crowded room at times and still can feel a sense of loneliness or disconnection because you don't have you don't connect with those people.

00:02:18:16 - 00:02:39:10
Ryan Jenkins
Same is true if you're working remotely to where if you're connected to the work, the your team members, your leader, you might not have the same strong sense of loneliness or isolation. Then that person in that room full of people did. So it's not predicated on that. The absence of people is the absence of connection. And then if you think of this idea of isolation, isolation really isn't positive or negative.

00:02:39:10 - 00:03:00:23
Ryan Jenkins
The negative state of isolation is loneliness. The positive state of isolation is solitude. And we talk at length in the book about how solitude is kind of this is the first defense. It's insurance against isolation or against loneliness. Excuse me, because think of I get back to the definition. It's not the absence of people. It's the absence of connection.

00:03:01:04 - 00:03:24:15
Ryan Jenkins
And one of the strongest connections we all have to have is that connection with oneself. And that can actually be had during solitude, where you're actually free from the inputs of other minds. So again, isolation is not positive or negative. The negative state is loneliness. The positive state is solitude. And of course, nowadays we're experiencing more heightened levels of loneliness for a myriad of reasons that we might go into.

00:03:24:21 - 00:03:42:01
Ryan Jenkins
But to your point alone, you can be alone, like in solitude, and not experience the negative state of loneliness. But loneliness is the negative state where you're having those negative emotions, where your mind and your body are actually in a fight or flight state because we're prone, we're vulnerable when we're alone or lonely.

00:03:42:22 - 00:04:04:06
Wayne Turmel
You know, this notion of loneliness seems like an odd discussion to be having when it comes to business, but it's actually been part of the conversation for a while. There was a very famous essay in a book in the late nineties called Bowling Alone that basically said we were becoming more and more separated from each other socially. Disconnect.

00:04:05:10 - 00:04:34:01
Wayne Turmel
And, you know, and then that was pre-Internet, you know, when that happened. And then the Internet happened and then all of a sudden there was COVID and we were really, really pushed, pushed out. What impact why do business people care about loneliness? I mean, this sounds like it's my me problem, not a new problem. Yeah. You know, why is there a business issue here?

00:04:34:22 - 00:04:57:00
Ryan Jenkins
The healthiest organizations balance high performance and worker well-being. You've got to balance both of those. You can't totally focus on high performance and sacrifice the well-being of your team because that results in burnout and high turnover rates. And you can't focus completely on worker well-being and cater to everyone's whim because then you're not delivering for the market or your customers or clients and you go out of business.

00:04:57:10 - 00:05:29:03
Ryan Jenkins
So you got to find this balance. And why it's important to address loneliness is because both ships rise. In that case, when you when you address loneliness, not only does worker well-being improve, but performance improves as well. So a good way to think about it is when we they've done research to when we experience exclusion, someone feels a sensation of exclusion, the same part of the brain that registers physical pain actually registers when we experience exclusion because again, our body is in a fight or flight state when we feel lonely or excluded.

00:05:29:18 - 00:05:52:13
Ryan Jenkins
So if that's the case, that's as if we're showing up to work with a bleeding appendage and we wouldn't want anybody to tell us, hey, go ignore that bleeding appendage and get to work. Well, you're not to be able to focus. We're distracted at best for debilitating that worse. Same thing is true with these invisible ailments. And we're so glad that the conversation around mental health at work is, is, is, is growing because it's so important.

00:05:52:21 - 00:06:10:22
Ryan Jenkins
But I think if we can solve for loneliness, if we can create connection, everything else flows from that. We're going to we're going to see less burnout, less stress at work, anxiety languishing. Because we are wildly, all of us, all of humanity. I'm convinced after three years of studying it, we are wildly underestimating how much we need human connection.

00:06:11:05 - 00:06:22:18
Ryan Jenkins
And there's so many things that are our life now where we're it's keeping our loneliness levels at a manageable level and we're just doing enough communication when we're not actually connecting.

00:06:23:23 - 00:06:52:18
Wayne Turmel
There are about three things that you just said there that I want to put pins in. One is that our research certainly shows that one of the number one problems in remote and especially hybrid teams is exclusion. That and it's not always a oh, we don't want to play with Ryan in the sandbox. It's we're literally not thinking about Ryan because he's out of sight and out of mind.

00:06:53:14 - 00:07:26:15
Wayne Turmel
And of course, if you are an introvert by nature or you're new to the team and you don't have the existing relationships, exclusion is a very real thing. The second thing that you said is kind of tied to that, which is, you know, we part of engagement is do you have a friend at work? And when they measure employee engagement, right, that's always one of the main questions.

00:07:26:15 - 00:08:00:18
Wayne Turmel
Do you have a really good friend at work and more and more the answer is kind of no. And one of the reasons for this, I think I'm getting to a question, one of the reasons I think is that two thirds of the social interaction that we get for the week traditionally has taken place through our work. If you remove that or greatly reduce the amount of social interaction that you're getting at work that has an impact on everything else.

00:08:00:18 - 00:08:16:06
Wayne Turmel
So what can we I guess there's an organizational level, there's a team level and there's an individual level. Let's start with the individual level. What do we do to avoid loneliness at work as individuals?

00:08:17:19 - 00:08:39:14
Ryan Jenkins
Yeah, the first step and so much of this to overcome all this is awareness. You know, you think about how long we had automobiles before we actually put in seatbelts, right? I think it was like 50 years with the automobile before. It takes us a long time to kind of wrap our heads around some of these these, you know, new age challenges and then to implement something.

00:08:39:21 - 00:08:57:18
Ryan Jenkins
But so often, you know, if you ask a psychologist, they would tell you you got to name it before you can tame it. And so we've got resources for folks can actually identify the loneliness levels in themselves empirically validated to figure out where am I at with this? And again, this is a universal human condition, so there's no shame in loneliness.

00:08:57:19 - 00:09:19:23
Ryan Jenkins
It's literally our biological cue that we belong with each other and we all experience it differently. It could be situational, it can be relational. There's all different aspects that can kind of lead to loneliness. But the biggest first step is to just start kind of being more aware of it and try to find, you know, what are your personal loneliness levels when and where do you experience it?

00:09:20:06 - 00:09:30:08
Ryan Jenkins
And then just try to find pro-social behaviors, just one or two pro-social behaviors each day that kind of pull back and nurture your connections in your.

00:09:30:08 - 00:09:54:00
Wayne Turmel
It's a paradox to that, though. What I'm hearing is absolutely right, which is you need to be proactive, right? The more drive you need to be proactive. The challenge is when you are truly lonely. Along with that comes depression and self-loathing and all kinds of lovely things, which of course reduce your desire or ability to reach out and be proactive.

00:09:55:14 - 00:10:26:00
Ryan Jenkins
You are right, my friend. Yeah, exactly. So we tend to turn inward, which is the exact opposite of what we should be doing. So it's really hard for us individually to tackle loneliness. All of us should just assume that we are prone to loneliness and consistently keep yourself in community with others. And then the second tier that you talked about around team or community, that's what's really important because we need to be aware of these disconnection or isolation or loneliness signs of those around us because it does take us.

00:10:26:00 - 00:10:47:01
Ryan Jenkins
It takes a community to pull folks in when they might be slipping away, because you can't just you can't just do it yourself. If it was as easy as telling a lonely person to go get a pet or go to a happy hour, this wouldn't be a problem. Right? So it's way more complex than that. And I'll give you one tip as it relates to kind of this team or community.

00:10:47:01 - 00:11:13:09
Ryan Jenkins
And we research we didn't research. We we interviewed Steve Cole, who's out of UCLA, and he studies loneliness at the molecular level, which is extraordinarily fascinating. And he talks about there's a trap door in connecting with someone that's experiencing severe levels of isolation or loneliness because and he says, trap door to your point to where folks, when we're experiencing loneliness, we turn inward and we distrust everybody else.

00:11:13:10 - 00:11:32:13
Ryan Jenkins
It can be really hard to connect and pull folks in, which is why we all have to be more open and proactive about all this. But Steve Cole says the trap door is four words. And before I give you those four words, I'll tell you little bit of the science behind this. So when we when our when our bodies experience some type of threat, the threat circuitry in our brain lights up.

00:11:32:13 - 00:11:50:15
Ryan Jenkins
And that's when we go into flight or fight state of a fight or flight stage. And so good examples of that building of buildings on fire. Your threat circuitry is high and you're running away from that threat. Same thing happens when we're experiencing loneliness. We feel there's a threat. And so we run away from it. We're running away from people.

00:11:51:03 - 00:12:11:07
Ryan Jenkins
But the way we can get around that is through meaning. So, for example, if that, if the if the building is being on fire, normally you'd run away from it. But if you have something meaningful in that building, such as a child, you might you're going to you're going to you're going to overthrow that threat circuitry and you'll run into that building when there's some type of of meaning there.

00:12:11:15 - 00:12:31:20
Ryan Jenkins
And so what Steve Cole suggests to pull people out of loneliness and isolation is four words I need your help. So it's pulling people. It's trying to attach more meaning and trying to help people see that the contribution that they're that they bring to the table they bring to the team is useful because that's, you know, back when we roamed the plains, our ancestors roamed the plains.

00:12:31:20 - 00:12:53:18
Ryan Jenkins
If you weren't contributing to a tribe, that meant you were vulnerable to getting excluded. And when you were excluded, there was all kinds of things that would it could eat you or kill you. And so we have this innate desire and survival tactic to actually want to contribute. And sometimes it takes other people around us to show us what that unique contribution that we make is.

00:12:54:22 - 00:13:18:13
Wayne Turmel
As a leader, assuming you yourself are functional and grounded and able to have peripheral vision about this stuff, what should a leader be looking for? Signs that somebody is disconnected to the point of loneliness, for lack of a better term?

00:13:19:13 - 00:13:45:06
Ryan Jenkins
Yeah, there's there's there's a lot of we've identified ten indicators. I'll just give you a few of them. One of them is, is excessive working. Right. That can be a way. So if you start seeing emails late in the evening, early morning, just around the clock working, that could be a way for people to not be not want to step into some of their interpersonal or relational priorities at work in life.

00:13:45:06 - 00:14:13:08
Ryan Jenkins
So excessive working can be one an apathetic attitude, a change in routine is also a good indicator. So if you could if you could get a sense of the kind of the cadence and routine of your team, so when that breaks that that's an indicator. And then just kind of a lack of learning in development, someone that doesn't want to engage in career progression conversations or isn't learning, not really adapting to a growth mindset and wanting to better themselves, that can be an indicator as well.

00:14:14:17 - 00:14:41:23
Wayne Turmel
And as we promised, we get to the organizational level too. And this seems like a harder thing to get our minds around because organizations can organize events and, you know, you can bring people in once a year and you can have virtual happy hours and whatever the heck else they're organizing. What really meaningful things can organizations do?

00:14:41:23 - 00:15:04:09
Ryan Jenkins
Yeah, we've seen something that's been really helpful is peer coaching. So organizations that create environments where people can can connect at a very deep level, but also have it be meaningful to the organization. So peer coaching is found to be really, really helpful. And that's exactly what it sounds like is having two people coach each other. And there's no there's no kind of hierarchy to it.

00:15:04:09 - 00:15:30:12
Ryan Jenkins
It's just, hey, we're going to wade into each other's lives and talk a little bit personal, a little bit about work and alternate, who who's helping who. That can be really helpful. The idea to of of of clear direction is really, really important. We actually profile astronauts in the book and we asked astronauts, you know, they operate 254 miles away from civilization and they will see maybe 11 people in a whole year.

00:15:30:12 - 00:15:53:13
Ryan Jenkins
So they're they're operating in extreme isolation. So we asked them, hey, how do you deal with isolation and loneliness? How do you keep loneliness at bay? And they're there. They're single answer. Their top answer was clear direction. So clarity. And that's not something that we normally think about. Right. But think about if you were to go on a hike without without a map, well, you're likely you're susceptible to wander.

00:15:53:14 - 00:16:18:08
Ryan Jenkins
When you wander, you're lost when you're lost or lonesome. And we see a lot of organizations that just aren't clear in kind of the direction they're going or clear as to what the purpose of the team or that department is. And so leaders can play a really unique role in that, in creating more clarity for their teams. And, you know, we often call leaders the chief reminding officers, like, you just got to consistently, consistently remind folks.

00:16:18:15 - 00:16:20:16
Ryan Jenkins
And again, it's so crucial, especially when.

00:16:20:16 - 00:16:21:01
Wayne Turmel
We're in a.

00:16:21:02 - 00:16:35:13
Ryan Jenkins
Remote or hybrid environment, because it's so easy for us to kind of lose track of what it is we're doing. And and that clear direction is so important. So to sum that up, that would be confusion, spurs alienation, but connect the clarity cultivates connection.

00:16:36:14 - 00:17:02:08
Wayne Turmel
And there's a very thick line to be drawn again to meaning. Right? The role of meaning, meaning in the work, meaning to the tasks. Yeah. And all of that. Good stuff. Ryan, I could geek out on this for a very long time. For those of you who haven't read the book Connectable How Leaders Move From Isolated to all in place do so.

00:17:02:20 - 00:17:23:11
Wayne Turmel
You and I were talking before the tape was rolling, though, and I don't want to let this go by a because we think about remote work, we think about the technology involved to make all of that happen. You actually have a technology to help people be less lonely.

00:17:23:11 - 00:17:49:10
Ryan Jenkins
Yes. Yeah, I know. It's kind of a it seems contradictory at times. And in the book we talk about how technology is causing us to choose convenience over connection. And we're slowly turning our backs on humanity when we're when we consistently choose to adopt more technology. But we think we're trying to find the best of both worlds. We're trying to make it convenient, but also then use that convenience as a way to cultivate space for more connections.

00:17:49:23 - 00:18:22:01
Ryan Jenkins
And so, yeah, we, you know, we're all about creating solutions to overcome this loneliness issue. Yes, loneliness has been rising ever since the Bowling Alone came about, and it's still continue to rise. But that means it's malleable, which means it can come down. And we built a tool called Like Minded. It's like minded A.I., where it's a tech platform that actually helps folks find friends at work and it uses a personality assessment, kind of your interest in your your career or life stage to match you with folks where, you know, you'll have a really deep connection.

00:18:22:01 - 00:18:40:10
Ryan Jenkins
And we've found that to be really helpful because oftentimes people want that connection, but it's just like, where do I start? And I don't want to get down a certain path. And that, you know, not work out and it's clunky. So we wanted to give a tool that really helps folks to to get rid of all that. And we're excited about where this where this could go.

00:18:40:19 - 00:18:43:16
Wayne Turmel
Which just sounds like eHarmony for work buddies.

00:18:44:20 - 00:18:45:21
Ryan Jenkins
You got it. You nailed it.

00:18:47:12 - 00:19:16:06
Wayne Turmel
Ryan Jenkins, thank you so much for being with us. I'll give you the last word in just a moment. I want to remind people thank you for listening to the Long-Distance Work Life podcast. You guys know the drill. You listen to podcasts or you wouldn't be here. Please like and subscribe. Tell your friends about us. The show notes links to everything, including this software that Ryan was just talking about will be on our website long distance worklife dot com.

00:19:16:20 - 00:19:40:18
Wayne Turmel
You can take advantage of a four part video series on demystifying remote work. You'll find that on the site. And of course, if you want to connect with myself or Marissa who is not Melissa way way to Kevin Eikenberry dot com Marissa and Kevin Eikenberry dot com. I will never hear the end of this. Ryan, last word goes to you, man.

00:19:40:18 - 00:20:06:23
Ryan Jenkins
You know, I love this quote we profiled in the book from the late Robin Williams, the actor and comedian. He once said, I used to think the worst thing in life was to end up all alone, he said. It's not the worst thing in life is to end up with people who make you feel all alone. So may we never be the people that make others feel lonely, especially when we're with them, and especially when they're on our teams.

00:20:08:02 - 00:20:37:07
Wayne Turmel
Preach, brother. Thanks, everybody for joining with us on the Long-Distance Worklife. My name is Wayne Turmel. We will see you on the next episode. Don't let the weasels get you down.

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Guests, Leadership, Surviving Remote Work

Returning to Office with Kevin Eikenberry

Wayne joins Kevin Eikenberry to discuss how return to office is going. What are some things that aren't going so well and, for the companies that are succeeding at this, what are they doing? 

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Free Video Series!

Join us for a powerful, 4-part video series titled, Demystifying Remote Leadership. You will learn how to create solid working relationships in a virtual team with more confidence and less stress!

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00:00:08:09 - 00:00:35:20
Wayne
Hi everybody. Welcome to the Long-Distance WorkLife Podcast. I am Wayne Turmel. This is the podcast where we desperately try to learn some new skills and information to help us thrive, survive, generally keep the weasels at bay in this crazy world of remote and hybrid work. This is a Marisa-less episode, as most of our interviews are, but we are not.

00:00:35:20 - 00:00:59:20
Wayne
Eikenberry-less, as a matter of fact, the person joining us today is the namesake of the Kevin Eikenberry Group. And my friend and my boss and my coauthor of The Long-Distance Leader and Long Distance teammate, and he's actually one of the most qualified people to talk about today's topic. So, Kevin, how are you, man?

00:01:00:12 - 00:01:07:03
Kevin
Well, I'm good. I'm glad you didn't bring on people that are unqualified to talk about whatever your topic might be. I'm glad to be with you.

00:01:08:05 - 00:01:36:12
Wayne
So we've been talking a lot as an organization about how the return to work is going and what our customers are experiencing. And it occurred to me the last time we had this conversation that it was probably a conversation other people are interested in. So for those of you who don't know and I can't imagine there are many of you listening to this, Kevin is a very sought after thinker and speaker in leadership.

00:01:36:12 - 00:02:04:22
Wayne
He's regularly, regularly on lists like, you know, it's top 50 leadership thinkers and all that good stuff. So he talks a lot to organizations at a higher level even than I do. So Kevin, the return to office thing kind of started in June. All these organizations were getting ready and then there were fits and starts and some of it was working and some of it wasn't.

00:02:05:08 - 00:02:13:19
Wayne
And most organizations are kind of somewhere on the return to office journey. What are you seeing out there?

00:02:14:12 - 00:02:34:10
Kevin
An interesting thing is, you know, people have been thinking about this now for a year and a half. Right. And we've got some big clients, names of companies that you have products in your homes for that we're going to do this a year ago in June and then in July and then in August and then later. And I think that that's just an example of what where many people are.

00:02:34:10 - 00:02:56:14
Kevin
Right. And lots of people made proclamations and statements, some of which they've had to take back about what they were going to do or not do. And I think that, you know, I wish I knew what percentage of organizations have actually made a decision. I think there's like three parts. Have you decided what it's going to be? Have you delineated that and have you implemented that right?

00:02:56:14 - 00:03:23:01
Kevin
And I think that I wish I knew, Wayne, what the percentage of each of those were. My sense is there's people in all those buckets. And and it's really fascinating to me. And I knew we were going to have this conversation and I had it to be somewhat coherent. So I've been thinking a lot more about maybe what the reasons why people are in the different buckets, like why wouldn't we be further along this path?

00:03:23:01 - 00:03:26:07
Kevin
Because we all knew it was coming right. And maybe we'll get there as we go.

00:03:26:13 - 00:03:44:00
Wayne
Yeah. What are you seeing out there in terms of, you know, how is it going when it's the return of. It's great. Is it pretty much what people thought it was going to be? Is it different than people thought it was going to be? What's your sense of that?

00:03:44:04 - 00:04:01:08
Kevin
I think it depends a little bit on what what the decision was that an organization made. Right. Like how much different is it than where they were for the last two years? I think that's one of the things. And I think that like any big change like this, there are there are unforeseen or unintended consequences that are coming along with it.

00:04:01:14 - 00:04:20:08
Kevin
And I think maybe and this may end up being my biggest message in this conversation, Wayne, is that it's at least as much about how they've implemented it. Well, it's at least as much about how they decided on what the plan was going to be and how they implemented that plan as it is about what the actual plan was.

00:04:20:18 - 00:04:31:17
Kevin
Right. Because, you know, I don't know that there is there's certainly not a global right answer. It used to sort of be if you had a sales team, they were remote. Everyone else came to the office. Right.

00:04:32:07 - 00:04:41:02
Wayne
It's not even the global. I don't even think it's a global answer. I think inside organizations, different functions and different teams exactly are going to be different.

00:04:41:03 - 00:05:06:22
Kevin
The point is there used to be like an answer, right? Like it was kind of black ish and whitish. And now the there's not a single right answer. There may be a best answer for your organization or your team or your department, but that isn't necessarily the same as everybody else's right answer. And so I think that there's a lot the organizations that are having the most success, whatever their decision is.

00:05:06:22 - 00:05:32:13
Kevin
And I think when sometimes we get sort of people think, oh, they're proposing everyone ought to be remote. We're not proposing that. What we're proposing is people ought to figure out what the right answer is for their organizations, and there's probably some flexibility in that. But what it actually is depends a lot on a lot of factors. And I think the organizations having the most success, whatever decisions they've made, comes down to who all did they involve in the starting point and how did they implement it as opposed to what they actually decided?

00:05:33:06 - 00:05:58:19
Wayne
Yeah, I know where you're going with this because we've had this conversation. But when you say who they've involved in this, I get the feeling that those organizations that were kind of top down here is the policy delivered from Mount Olympus are the ones that perhaps have had the most surprises, without question.

00:05:58:22 - 00:06:19:18
Kevin
And even if that decision was one that looked an awful lot like what people maybe hoped for, like maybe people in the organization were hoping for some flexibility and maybe even looks a little bit like that. This is the kind of decision that shouldn't be made in a bubble. It shouldn't be made by people that all have here the color of mine, yours.

00:06:20:00 - 00:06:46:14
Kevin
It shouldn't be made by people. It should be made with everyone. You know, I guess the word is stakeholder. All of the stakeholders involved, because, number one, they're all impacted greatly. And the other thing is, they all have information and experience from the last two years. Right. There's a lot of leaders that have felt like in relationship to return to office and other things in this whole sphere wane that I'm like, I don't I don't have all the answers.

00:06:46:14 - 00:06:52:22
Kevin
Kevin What am I supposed to do? I said, You're not supposed to have all the answers. You're supposed to work with your team together to find your answers.

00:06:53:10 - 00:07:21:08
Wayne
Well, I think one of the maybe most surprising things for senior leaders is that if you give people essentially two years to sit and think about what they want, they will think about what they want. What they want may be radically different than it was two years ago. And so if you are not including people in that discussion, your assumptions just may be completely off.

00:07:22:07 - 00:07:51:00
Kevin
Well, and I think, you know what people want. Not only do they have time to think about it, but they had a chance to experience something different, you know? And you and I have talked to this 100 times. Well, what we growing up thought work was when and where and how and all that is drastically different than it is now for our daughters, certainly, but for lots of people that have now been working from home for two or two and a half years.

00:07:52:10 - 00:08:06:23
Kevin
And some people that at the beginning said, I never want to go back. Now, some them are saying I want to go back some of the time. Right. So it's an it's an evolving thing. And to your point, we need to involve the people that have experienced it well.

00:08:07:01 - 00:08:29:14
Wayne
And I think, you know, it goes back to what some of those assumptions are I've shared with you before. I have a client who has done very expansive and expansive returning to work surveys. And in a nutshell, what they're finding is there's less than 10% of people who have been working from home who can't wait to get back at the office.

00:08:29:14 - 00:08:52:17
Wayne
They need that. They want the structure. They want the social activity. They want all that stuff. And then there's another slightly less than 10% who never want to see an office again. We are perfectly happy being where we are. Thank you very much. And that leaves 80% of the workforce who are on a spectrum of outcome.

00:08:53:04 - 00:09:00:16
Kevin
If I lost to I'd like to get in once a week or two days a week, or I want to see my team every few weeks or whatever.

00:09:00:21 - 00:09:19:16
Wayne
But that big thing is that requests for flexible ability is the number one thing that we're hearing from people and employers are hearing. And it's impacting how you retrain, retain people. It's impacting who you can attract as workers. It's got a lot. It's got yeah.

00:09:20:06 - 00:09:35:16
Kevin
I've been saying for a long time, it's the future. I don't know what the future of work is, but the future of work is flexible and it's flexibility in terms of when we where we work, when we work. We can talk about that if you want and who we work with and a whole bunch of other things. And here's the thing.

00:09:35:16 - 00:10:09:07
Kevin
Big organizations with policies, flexibility doesn't jive with that very well. And so I think another piece of this puzzle is how do we help? How do we, in the work that we do, help organizations think passed a policy to guidelines or or guardrails or expectations, whatever you want to say it how we want to say it, because I don't think policy is necessarily the right answer here, because it tends to overly prescribe and box people in which is part of where people's issues are.

00:10:09:19 - 00:10:34:03
Wayne
And with all due respect, nobody cares what we worry about or think about. And, you know, people are listening to this conversation looking for what the heck do we do? So why don't we start with what are one or two things that you're seeing people do very well? What just a couple of examples of the folks that we've worked with.

00:10:34:15 - 00:10:38:18
Wayne
What are a couple of things that companies that are getting this right are doing?

00:10:39:22 - 00:11:02:13
Kevin
Well, getting past what we've already said, which is engaging people in the front end of it. Think things the things that thing that people are doing well is, number one, they're recognizing that if we're coming in, the work needs to be different when we're in versus when we're out. If we're going to come into the office and sit at our computer all day with our headset on and never talk to anybody, why did we come in?

00:11:02:17 - 00:11:22:00
Kevin
Which is what many employees have said, like, why am I coming in to do exactly what I did at home? So I think what organizations are doing right is that they're they're rethinking the work that we do on the days that we're in versus the days that we're not. And that's there's there's sort of team discussions around that, but there's also individual routines around that.

00:11:22:00 - 00:11:44:17
Kevin
Right. And I think the next thing that organizations that are getting this right are doing is they're supporting their team members and leaders in in building the skills to communicate differently, to collaborate differently, and to have that different set of routines and expectations on the different days, whether they're in or whether they're out.

00:11:44:21 - 00:11:57:07
Wayne
Yeah, let's do a little bit of a dove into what some of those routines are, because we a lot of organizations weren't ready for when COVID pushed them across.

00:11:57:13 - 00:11:59:02
Kevin
You mean like almost all.

00:11:59:12 - 00:12:10:01
Wayne
Like almost all. I can't count the number of people who said, yeah, we're going to implement a strategy in the next six months. And then, oops, it's March. And we weren't.

00:12:10:01 - 00:12:11:10
Kevin
Ready. When we were ready.

00:12:11:21 - 00:12:36:03
Wayne
They were ready. We've been standing on that corner for a while. It just took everybody else to join us. I am kind of curious though, there were some things that kind of went from 0 to 60. I would say Zoom went from what? Zoom to a verb to a syndrome. In less than 18 months. It was fascinating to watch.

00:12:36:19 - 00:12:55:21
Wayne
Yeah, but there are some behaviors and some things that have taken on a life of their own while people were remote. And as we think about returning to the office, we have to address them. I'm thinking particularly about just the back to back meetings thing.

00:12:55:21 - 00:13:21:11
Kevin
Yeah, for the most part, we didn't like meetings when we were all together and so then when we weren't together, we had more of them. Right. So like, that's not necessarily a good approach, right? So I think that figuring out how to have other ways to communicate besides meeting, thinking more about asynchronous ways of getting things accomplished and collaborating.

00:13:22:02 - 00:13:38:20
Kevin
And I think that organizations that have figured some of that out have been more successful teams that have figured some of that out have been far more successful because, you know, it used to be, as you used to say in the before times, if people work from home for a day, they were very productive because they weren't interrupted.

00:13:39:00 - 00:14:08:02
Kevin
They had they had time where they could, you know, do heads down work or whatever. And and the opposite that has become true. Right. We've got more different things that can send us dings of notifications than ever before. So teams, leaders, individuals, organizations that have figured some of that out, whether that's things like no meeting Wednesdays or whether that's no email Fridays or whether that's being far more judicious about when we choose to have a meeting or what we choose to have a meeting about.

00:14:08:15 - 00:14:13:08
Kevin
All those sorts of things I think are things that can help us significantly.

00:14:13:20 - 00:14:39:09
Wayne
Yeah, I think that there's it's funny, I think about why did we suddenly have so many meetings? And I think it's two things. One is we got to get the work done and we've always done the work collaboratively, so we need meetings. And the second part of it was this crying need for human contact that, you know, we're trying to keep the team together and we're trying to keep relationships formed.

00:14:39:09 - 00:15:07:10
Wayne
And and so everything then became a meeting because it was doing double duty. There was the function of the meeting and there was the social component. But I know that we've been doing a lot of work around asynchronous meetings. We wrote about it quite a bit actually in the book that's coming out in February. The Long Distance Team, maybe you can talk a little bit about asynchronous meetings.

00:15:08:10 - 00:15:13:14
Wayne
When do they work and why should we give them more respect than maybe we did?

00:15:14:02 - 00:15:33:08
Kevin
Well, the first thing, the way that I mean, you could say it's an oxymoron to say an asynchronous meeting. But really, the thing is, how can we collaborate in ways that don't require us all to be in the same place at the same time? And we certainly have the tools that allow us to do it. But I think a couple of the things that are critical are, number one, a very clear desired outcome or a very clear problem statement.

00:15:33:08 - 00:16:06:13
Kevin
All depends what you're collaborating on, like what are we really trying to accomplish and making sure that everyone's crystal clear on that, because then we can be we can be more far more effective. Now, as it turns out, that also makes synchronous meetings far better. And it's one of the reasons they aren't very good. But if we can get clearer on that on the front end and we can ask questions that everyone understands and they can then do their do that thinking on their own before they respond, whether that response that happens in a meeting or that happens in a in a in a Slack channel or a microsoft teams channel or whatever, or whether

00:16:06:19 - 00:16:24:17
Kevin
whatever that looks like or whether that's in a, you know, a digital whiteboard that everyone has access to all the time. And they can add stuff to whatever it is. The point is that getting clearer focus and intentionality about what the outcomes are will help us a great deal. A great deal.

00:16:25:21 - 00:16:55:08
Wayne
So one of the things which I'm experiencing with my clients and I know a lot of the people listening to this are experiencing, is there are organizations that have charged, they had made decisions and now they find out maybe it wasn't the right decision. There are organizations, CDNs, that are trying to implement things gradually, kind of methodically, but there are a ton of organizations who are just frozen in their tracks right now.

00:16:55:22 - 00:16:56:04
Kevin
Yep.

00:16:57:13 - 00:17:11:00
Wayne
I mean, first of all, why is that? They're perfectly smart, capable people. Why have they come to a screeching halt? And then if you are in an organization that is kind of paralyzed at the moment, how do you crack that?

00:17:11:22 - 00:17:30:12
Kevin
Yeah, I've thought a lot about these two questions, especially the first one, and I think there are a bunch of reasons and we don't have time to unpack them all. But I'll say a couple of things. Number one is we're frozen. People are frozen in their tracks because they're just so darned. There's so much uncertainty. Right? And when we really don't know, we make up.

00:17:30:12 - 00:17:50:09
Kevin
Make it up. We make up the worst, like the worst is going to happen when we're going to have another. And and then the next one is they're they're waiting for someone else to have the right answer. And every time a big organization makes some proclamation, first of all, they're not all proclaiming, proclaiming the same thing. Some senior leaders are saying, we're bringing everybody back.

00:17:50:09 - 00:18:06:05
Kevin
Some senior leaders are saying we're letting people work from home. They're not even necessarily the organizations you would have guessed would have said one or the other originally. And so people are kind of waiting for someone to say, generally, what's the right answer? And no one's coming out with that because there's not going to be a single right answer.

00:18:06:09 - 00:18:36:20
Kevin
So it's the uncertainty kind of waiting for something, people being scared to do something wrong. And quite honestly, I think there are a lot of senior leaders that really want more people in than out. And they feel at odds with their with their workforce thinking that, well, what I want, if I implement that, they're all going to leave, which is possible.

00:18:37:03 - 00:18:59:08
Kevin
But when we put ourselves in that mode of pitting ourselves the outcomes versus the folks doing the work, getting those outcomes, we're framing it incorrectly. Right. And so we've got to we get past it by getting all of us on the same page together and we get past it. And so to answer the second part of your question, I would say, well, one more one more reason that we're not making progress.

00:19:00:01 - 00:19:17:11
Kevin
And that is that I often say that you only have a problem if you know what you've got and what you want. And if you don't know what you want, you don't have a problem yet. Right? So a lot of people really don't know what they actually want. So we're good at solving problems, but there isn't really a clear problem.

00:19:17:20 - 00:19:42:01
Kevin
There's just something that isn't the way. We're not sure that the way it is needs to be the future or not. And what I would say is, if you want, you're in the organization, you're a front level leader, you're a mid-level manager, you're an individual contributor, and you're trying to help your organization get off the dime. You're trying to have your team get off the dime, say, just try something, nothing has to be the final answer.

00:19:42:06 - 00:20:10:01
Kevin
Let's try something. Let's ask ourselves, what have we learned in the last two years? What worked better before that? We don't want to lose what's been working for us now, what's not been working for us now. Let's try something. Call it a pilot. Call it a test. Call it 30 days, call it 60 days. Do something. Because once we do something, we can start to say we small steps almost always help, right?

00:20:10:01 - 00:20:19:05
Kevin
And so we try something, we learn something, we take the pressure off of it because we're not saying it's a decision, we're saying it's a test. I think that's the best thing we can do.

00:20:19:14 - 00:20:41:17
Wayne
That's great advice. Thank you so much, Kevin. Obviously, you and I have talked for hours about this and the conversation could go on forever and people don't have that kind of time in their life. So for those of you who want to talk more, Kevin, of course, is on LinkedIn you can reach me Wayne@KevinEikenberry.com.

00:20:42:01 - 00:21:09:00
Wayne
The lovely and talented Marisa at Marisa@KevinEikenberry.com. You of course can find show notes and links to any number of things by visiting the web site for the podcast. Longdistanceworklife.com. If you are interested in remote work and getting your mitts around it, you may consider our video series which is totally free, which you can link to from the Web site.

00:21:10:00 - 00:21:20:03
Wayne
Kevin, thank you so much for being with us. Really good advice and always, always good to talk to you, brother.

00:21:20:03 - 00:21:29:20
Kevin
Well, thank you and thanks for thanks for putting for putting the effort into doing this podcast and it's making a big difference for people. And and thanks for having me.

00:21:29:20 - 00:22:04:12
Wayne
And those of you listening know the drill like and subscribe. Tell your friends. Word of mouth is very important in spreading these things in which unless you don't like it, in which case keep your mouth shut. We appreciate you. Have a great day. Thank you for joining us on the Long-Distance Worklife.

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Guests, Surviving Remote Work, Working Remotely

How Can You Meditate When Working from Home? with Kevin Pierson

Can you meditate while working from home? Wayne spoke with Kevin Pierson from Meditative Bliss on the benefits of meditation, why it can be helpful for remote workers, and some easy ways for even the most skeptical to do it.

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00:00:08:08 - 00:00:38:00
Wayne Turmel
Hello everybody. Welcome back to another episode of the Long-Distance Worklife podcast. This is the podcast where we try to make sense of the crazy world of remote and hybrid work and working from home and generally trying to keep the weasels at bay. You know, one of the things that is tough about working from home or working from anywhere is handling the distractions and getting your mind right.

00:00:38:10 - 00:00:58:12
Wayne
And I found a site recently on YouTube that I think is worth discussing. And so we are going to chat with the founder of Meditative Bliss. And this is Kevin. Hi, Kevin. Who are you? What is Meditative Bliss? And then we'll actually get into our conversation.

00:00:59:04 - 00:01:23:09
Kevin Pierson
Okay. So my name's Kevin Pierson. Nice to meet all of you. And I started the YouTube channel, Meditative Bliss, which focuses on creating meditative music using various interested instruments, not limited, but including guitar, piano, a hand band we do. We use all kinds of instruments to get you to a relaxing place and combination with ISO chronic tones or by natural beats.

00:01:24:00 - 00:01:47:17
Kevin
Now those I'll give you a quick little rundown of are those are the synchronized sounds that only have a certain frequency in each ear. And every time you listen to them on both ears, it creates a certain phenomenon in your mind or your brain, actually, where you get into a more calm, collective state. Now, the goal of this channel was to do just that, get people to relax, meditate, sleep, aid.

00:01:48:02 - 00:02:04:05
Kevin
We want people to feel relaxed in these crazy times. We know pandemic economy, you name it, you know. So that's that's what we're about.

00:02:06:02 - 00:02:17:01
Wayne
So, Kevin, I mean, you've worked from home. I work from home. What are the types of things that stress us out that we need to get under control?

00:02:18:03 - 00:02:38:12
Kevin
Stress comes from several factors. One, your boss wants you to meet your deadlines. And when you keep pushing and pushing and pushing and don't give yourself a break, you're going to burn out. So how do you avoid this is you need to find a balance. Unfortunately, a lot of companies these days are more about productivity, getting things done.

00:02:38:18 - 00:03:04:13
Kevin
But there is that 15 minute break. And what I used to do when I was working for particular companies, I used to take 5 minutes, just 5 minutes out of my time to breathe deeply three times and just focus and be in the present moment. That's how I dealt with it, and it gave me a quick recharge. Now your mileage may vary, but as far as what stresses people out, that is very loaded.

00:03:04:21 - 00:03:23:11
Kevin
A lot of people are most likely just very, very focused. They don't give themselves any time to breathe. They're hyper focused. There is no time to do anything else but get the job done. Now, it depends also about what you do. If you're a call center, you're going to be back to back calls. That's not going to stop.

00:03:23:21 - 00:03:50:03
Kevin
So what I used to do when I was up back to back calls, I would state I would make sure I'm sure that you know this, too. But there is a program called the Finesse Program where people who work from home at particularly call centers have to wrap up the call in a certain amount of time. Now, that's just one example of how you are constantly being overloaded for 4 hours and tell your, Oh, I say it's for 2 hours and 30 minutes till you get your break.

00:03:50:15 - 00:04:13:20
Kevin
But then when people would take take their break, they're doing stuff that's not actually relaxing them and that causes more stress. They're probably thinking about their personal life while also also simultaneously taking care of their job. And as time has gone on, that productivity requirements has gone up. So my advice, in order to try to get the stress down would be to try to be more calm about it.

00:04:13:21 - 00:04:30:11
Kevin
Just collect your thoughts, try to calm down and don't take it too seriously because you do not want to stress yourself out to the point where you have a health issue. I did this to myself one time. I was on a IT call. I won't. And again, I won't say, you know who that was. But it took so long.

00:04:30:11 - 00:04:48:15
Kevin
I was so complicated and I was so fixated on trying to fix the problem. I ended up almost making myself pass out. So it's very important that you keep your, how should I say, your Zen in focus? You need to be centered. Do not get too enthralled in what you're doing. Do that.

00:04:48:15 - 00:05:24:01
Wayne
Then there's a couple of things here that I think we need to kind of be clear about. One is that, you know, nothing stresses us out more like for the love of God, stop stressing. Yeah, it becomes this kind of self-fulfilling nightmare. But the other thing is that when you say meditation and zen, then all of these things, there is kind of some initial skepticism from a great number of people.

00:05:24:01 - 00:05:51:17
Wayne
And I try not to be one of them because I understand the kind of academically how meditation works. My little A.D.D., squirrel infested brain doesn't always allow me to do the things I should do. So let's take a step back. What does it mean? What does meditation do? And what is it and what isn't it?

00:05:53:03 - 00:06:12:02
Kevin
I could just like, clarify. Okay, so meditation in itself, as we all have come to know it, is putting the body to stillness. Putting the mind to stillness is simply focusing on the breath. What this does to the body and the mind is it puts it into a calm state where your muscles loosen up. Your mind is not tense.

00:06:12:06 - 00:06:18:03
Kevin
Your thoughts begin to slow and breathing becomes easy, easier. Everything actually becomes easier. I mean.

00:06:18:06 - 00:06:28:02
Wayne
So it's a physical thing. It's a physical and mental thing. It's not necessary tied to philosophy or anything else. Right there is.

00:06:28:02 - 00:06:52:16
Kevin
Oh, no, no, no. It's this even science has taken a hard look at this. And they have reported that as the conscious mind begins to relax. So does the body and the mind. What do I mean by that? Well, your subconscious is constantly doing tasks in the background, just like a computer. You're. And while you're focusing on your, you know, your frontal lobe, your conscious, the day to day tasks, that makes it more difficult.

00:06:52:17 - 00:07:12:04
Kevin
Believe it or not, your brain's doing a lot at all times, even when at that rest, even when it's sleeping. So the whole point of meditation is to mitigate the risk of stress and its negative effects on the body and the mind. So by putting yourself in the present moment and focusing on the breath, you're actually partaking in linear body.

00:07:12:04 - 00:07:30:09
Kevin
Take take upon itself, true rest. Now, I was skeptical about it first myself. I thought I was a watcher woo. You know, when I was younger I was I would say about 13, 14 years old. I gave it a shot. I tried it, I gave it. I put 5 minutes in and I noticed that everything was just clear.

00:07:30:12 - 00:07:47:01
Kevin
It's hard to describe. And how you do that is by focusing on your breath and letting all thoughts leave your mind. Don't worry about anything for a moment. For a period of time, you are to let everything go. And then when you come back, you're refreshed.

00:07:48:02 - 00:08:19:18
Wayne
Now, that is that's a great description of it, by the way. And thanks to whatever out of it, which to a lot of people is a barrier. Right. If you think that it's associated with, you know, I am fat and old, the lotus position is not going to happen. Right. So but what I do find interesting about what you do is it's about the audio kind of background, what's going on.

00:08:19:18 - 00:08:40:10
Wayne
People like to say there's so much going on and yet people keep a lot of audio wallpaper going on around them, whether it's the radio or the TV or whatever is going on. I mean, why do we do that? And then, you know, what does that do to us when we're trying to work?

00:08:41:07 - 00:08:59:06
Kevin
Well, everybody's different in this regard. But basically when you start focusing on other tasks like, say, you're taking a 15 minute break, right? You want to see what's going on with the football game. You're stressed out, but you're not relaxing. You're trying to figure out who's winning the game or you're trying to watch like a short little clip on YouTube or anything else in between.

00:08:59:06 - 00:09:26:20
Kevin
Maybe you realize use a restroom. But the initial problem here is, is that a lot of people assume, and I still do this, that external stimuli like video games, TV, it's going to make you happy. It's going to refresh you. It doesn't it doesn't do that for you at all. Some people, they can make it work. You know, they can be like, okay, you know, I just watched a very short song of their from, I don't know, Katy Perry or something and it made me feel relax and that's fine.

00:09:26:20 - 00:09:45:17
Kevin
That's your process, whatever gets you into that state. But if you want to get into a true rest, you have to quiet the mind and let the body be still. And I know that's not a lot of time because again, 15 minutes goes like that. And next thing you know, you're back on the phone or doing whatever you got to do on the computer.

00:09:46:03 - 00:10:09:06
Kevin
So my advice is to get at least 5 minutes. 5 minutes. Don't focus on anything. Sit perfectly still. Is in a perfectly comfortable position. Focus on your breath. By the time you get to one, two and three breaths and you're totally focused on the task at hand to do nothing, your body will respond. You will see a difference.

00:10:09:06 - 00:10:34:01
Kevin
And you said mentioned earlier that you have ADHD and hi, we're partners. I have I can't focus. Sometimes I get distracted. I'm like, oh, look, a bee, you know, I've done that. I have the attention span of a child sometimes, and that's why I am all over the place. But long story short, I don't want anyone out there to think that they can't take those 5 minutes.

00:10:34:01 - 00:10:44:08
Kevin
It's going to take practice. And it might even feel uncomfortable at first because you're basically like, Wait, what's this? I don't like this. What is this? What is this? It's going to have.

00:10:44:15 - 00:11:13:00
Wayne
That idea of discomfort, I think plays a role. I know that for me, the older I get, the less. For example, when I'm walking or exercising, I don't plug in my earbuds. Right? I don't listen. I try to be kind of in tune with what's going on around me. Right. You know, and constantly having music doesn't help me.

00:11:13:00 - 00:11:38:00
Wayne
And I do it less and less as I'm writing and working. But what you're doing with meditative bliss is you are creating. It's like if you're going to play music, let's have it. Actually, it's serve a purpose, right? So it's a little bit more about how you're choosing this music and how people should be listening to it.

00:11:39:00 - 00:11:59:08
Kevin
Well, there isn't a right or wrong way to go about it. All I want you to do, if you listen to my music, is simply just relax. Don't even worry about the music will do it for you. Because like I said, in the actual music behind the actual instruments that are playing there is by neural beats and AIS with chronic tones.

00:11:59:20 - 00:12:25:15
Kevin
Those are a scientific I can't really explain it in layman's terms. Basically, it's like an audio program. It's meant to get your range with a certain frequency. It's like takes you from, I'm stressed to I'm here, you know what I mean? You're present. So regarding the actual totality of what it is I'm trying to do, I'm trying to get people to relax, listening to something that's not going to stress them out or like you're not.

00:12:25:15 - 00:12:54:08
Kevin
Listen to some rock and roll song. You're not listening to somebody sing. You're listening to just instruments playing and people expressing their soul, trying to get you to calm down. And those those tunes, all those terms we produce, they actually create a sense of peace and calm. And that's what our ultimate mission is. So when you listen to are those that type of music and I'm not the only one who does this, there's plenty more.

00:12:54:08 - 00:13:14:02
Kevin
In fact, I'm actually kind of, you know, I would say late to the game almost. I just decided I wanted to start doing something I love. So I started teaming up with certain individuals and we started collaborating, making music that just takes you to a peaceful place. Think of your favorite movie. All right? Where there's a scene where it's perfectly calm.

00:13:14:02 - 00:13:30:12
Kevin
You sit and you hear the set, the music in the background, that's basically the same concept, except you're going to be in your head, you're going to just be relax and you're going to be like this, or either be meditating of focusing on your breath, or you're going to be actually just laying down. Or maybe you want to keep doing your work.

00:13:30:21 - 00:13:47:18
Kevin
Some people have audio that increases concentration without actually increasing stress. So by keeping your mind distracted by the sounds, you can actually increase productivity and rest. I don't know if I kind of bounced around in your question there first.

00:13:48:02 - 00:14:20:14
Wayne
You know, I think I think that makes sense. I mean, you know, like you say, a lot of times we do things in the name of relaxation or probably more likely distraction from what we're doing that actually, you know, the brain is continuing to work really hard. And what we're trying to do is just bring it down. And that, of course, helps productivity.

00:14:20:14 - 00:14:57:19
Wayne
If someone is thinking about using tools like yours and as you say, there are no shortage of places on YouTube or wherever that you can find this stuff, whether it's guided meditation or or just the ambient music. How do they start? Because it especially, you know, people in the Western tradition kind of think that there's all this stuff associated with meditation and mindfulness that I have.

00:14:57:20 - 00:15:21:16
Kevin
Maybe I have sorry, I have heard about that. I haven't experienced it directly, but I have heard people say the meditation is a path somewhere dark, and that's it's not true. It's all it really is is a tool to get you to relax. I mean, as far as I am concerned, meditation was introduced to us even before Buddha perhaps.

00:15:22:06 - 00:15:42:14
Kevin
And the concept again is to reset the mind. And as we know, our minds are constantly, constantly doing stuff, even when we're at rest, we're thinking about things on a subconscious level, and that puts stress on the body and the mind. And as far as the music is concerned, that's the, you know, the ex machina, if you will.

00:15:42:21 - 00:15:52:07
Kevin
It actually puts you in that place so that when you actually start focusing on your breath and focusing on in a more calm state, you will notice the effects much quicker.

00:15:53:15 - 00:16:20:03
Wayne
Well, seriously, I just had no idea if this is a valid analogy, but for even the most skeptical I.T. engineering type of person, what's the answer when your computer is spinning and spinning and not going anywhere is you turn it off and reboot it. And that's essentially what we're talking about here is we're doing a hard boot on ourselves.

00:16:21:17 - 00:16:44:20
Kevin
That I love. You brought that up because that is the first rule. Whenever anything is happening and I'm like, okay, I don't know what's going on with this computer, I want to reset it. So that actually works really well here. So yeah, that's, that's exactly what it is. But get this, our brains are even more powerful. Those computers and those 5 minutes, 5 minutes can do wonders.

00:16:44:20 - 00:17:03:13
Kevin
And I completely get it because you know what people don't understand? Like your stress can stack, you can just like your happiness can stack the since we're living in such difficult periods of time here, you know, people are constantly, constantly stressed out. They like they have no time to rest. I got to do this. I'm thinking about this.

00:17:03:22 - 00:17:21:05
Kevin
Oh, I just got a 15 minute break from my call center job or whatever I'm doing now. I have to figure out how to calm myself down, and I got no time to calm down. I got to keep on pressing through and see what I can get done, but eventually that's going to catch up. And I know it's not your fault either, because, you know, companies, they have a very strict guidelines about what they expect.

00:17:21:22 - 00:17:54:18
Wayne
Well, yes, the companies do put pressure on us, and a lot of it is self-inflicted. Let me ask you one more question, which is we've been talking about the audio and how that impacts the brain. What should we be doing with the rest of us that's during this rest period or whatever? I mean, is it what physically should we be doing to maximize the impact of this?

00:17:55:12 - 00:18:12:10
Kevin
Well, you don't need to be in a lotus position. That's just a that. So yeah. Yes, knock that off the list. You don't need to be in the lowest position. You could be in any comfortable position that you need to be in. If you want to stand upside down doing a handstand that's comfortable to you, go for it.

00:18:12:10 - 00:18:32:15
Kevin
I mean, I think it's impractical, but long story short, all you got to do is just sit in that chair, get comfortable, adjust your back, let your arms rest. No tension whatsoever. Let it go. Just keep focusing on letting go of that tension. No matter how much it says, you know, your mind tells you like we got to tense up because I got to do this.

00:18:33:03 - 00:18:53:21
Kevin
Never listen to it. Okay? And that that moment of time you're giving yourself, whether it's 5 minutes, 15 minutes or even an hour, whatever it is for your practice, if you give your your body the opportunity to sit still and listen to this music, not just my end yet we get there's plenty of other good music out there, too, besides meditative bliss.

00:18:54:02 - 00:19:15:00
Kevin
Not trying to not promote myself here. Yeah, but long story short, if you give your body the opportunity to sit still, even for 5 minutes, and focus on your breath while listening to this music, or even put the music on a low volume while you work, it'll keep you in a, you know, a straight line. Because when your brain's going and doing stuff, it's all over the place.

00:19:15:00 - 00:19:35:00
Kevin
It's bouncing all over the place. So what you want to do is you want to be centered and you'll notice when it happens to. As for those who have trouble with this being the fact I struggle with this with myself, I would suggest you just keep trying till it becomes natural. This is unfortunately for some people going to be a practice makes perfect perfect kind of deal.

00:19:35:03 - 00:19:39:09
Kevin
However it's something you should definitely look into. It will do wonders.

00:19:39:09 - 00:19:44:15
Wayne
There's certainly a reason they call meditation a practice, right?

00:19:45:02 - 00:19:45:21
Kevin
Yeah.

00:19:45:21 - 00:20:19:10
Wayne
Kevin, thank you so much, man. I really appreciate it. I think that we get caught up in the day to day of which technology we should be using and how do we become more productive, and how do I squeeze out the last ounce of my brain into my work and something as and I use the word simple. Simple is not always easy, but something as simple as this, as a way of getting some of that energy and focus back, I think is is important for people to consider.

00:20:19:15 - 00:20:47:17
Wayne
So thank you very much, ladies and gentlemen. As you know, if you've been listening to the show for a while, if you go to longdistanceworklife.com, you will find links to Meditative Bliss and Kevin's socials and all of that. Good stuff, please. You know the drill. You listen to podcasts like subscribe, tell your friends if you are listening to Meditative Bliss, like subscribe and tell your friends.

00:20:47:17 - 00:21:24:23
Wayne
That's how this crazy ecosystem works. Before I let Kevin go, I just want to remind you that if you are not familiar with the work of the Remote Leadership Institute, do check out the Long-Distance Worklife page. There is a link to a four part free video series. We urge you to take advantage of you can also on the website ask questions which we then integrate into episodes where Marisa joins me and we answer your questions and concerns.

00:21:25:06 - 00:21:32:18
Wayne
So thank you very much for being with us. Kevin Thank you so much, man. I really appreciate your time.

00:21:32:18 - 00:21:39:19
Kevin
I appreciate you having me here. I really appreciate you have me on your show. I thanks everybody for having me and I hope to see you on my channel.

00:21:40:13 - 00:22:14:09
Wayne
And with that, keep the weasels at bay. Take it easy. Have a great, great day. Thank you for listening to the long distance work life. You can reach me Wayne@KevinEikenberry.com. Marisa@KevinEikenberry.com. Have a great day. Thanks so much.


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Guests, Surviving Remote Work, Working Remotely

How wrong were we about the future of remote work? with Trina Hoefling

We learned a lot about working remotely from the pandemic, and in some cases, we also learned how we were wrong about the future of remote work. Trina Hoefling joins Wayne to discuss this. 

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Guests, Technology, Working Remotely

Why Do Video Backgrounds Matter with Lance Cummins

Lance Cummins from Anyvoo joins Wayne Turmel to discuss why you should be mindful of your background on video calls.

Anyvoo provides instruction, coaching, and products that transform how remote workers interact in professional settings on video calls.

Additional Resources

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Guests, Hybrid Work, Technology, Working Remotely

Virtual Office Spaces with Rajiv Ayyangar

Rajiv Ayyangar, CEO and Founder of Tandem, joins Wayne to discuss hybrid work and the tools we need to make it happen.

Tandem is a virtual office for remote and hybrid teams. 

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Join us for a powerful, 4-part video series titled, Demystifying Remote Leadership. You will learn how to create solid working relationships in a virtual team with more confidence and less stress!

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Guests, Surviving Remote Work, Technology

Using Technology to Hit Strategic Goals with Abhinav Chugh

Abhinav Chugh from Peoplebox joins Wayne to answer the question, "Why do people resist using technology designed to make managing easier?"

Peoplebox is an OKR & Performance Management Platform that help you solve for alignment, team performance and engagement to drive exceptional business outcomes.

Additional Resources

Free Video Series!

Join us for a powerful, 4-part video series titled, Demystifying Remote Leadership. You will learn how to create solid working relationships in a virtual team with more confidence and less stress!

Transcript

Wayne Turmel: Everybody. Welcome, welcome once again to the Long-Distance Worklife podcast. I am your humble servant, Wayne Turmel. This is the podcast where we look at remote work, technology, leadership and just surviving, thriving, keeping the weasels at bay in this crazy world of remote work and all the changes associated with it. This is one of our Marisa-free episodes not that that makes it better, just different because I am talking to a longtime colleague of mine, somebody I've known for a while, and I think it's high time we had this conversation.

So I am being joined by Abhi Chugh, who you should be able to see on the screen. There he is. And we are talking about the metrics that managers need to follow and how do we do that and how does software play a role and why does that freak people out? So that's what we're going to be chatting about.

Joining us from Bangalore, Abhi, my friend, how are you?

Abhinav Chugh: I'm great. Thank you for having me.

Wayne: Thank you for being had. So very quickly, tell the folks what Peoplebox does.

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Abhi: Thank you. So what our vision is to build an operating system of strategy, execution for high growth companies. And that sounds like a very complicated setting. So I'll make it very simple a lot of time in companies, and especially as remote heads of companies, people, different departments are very misaligned, you know, are not really sure what are their strategic priorities, what our key goals.

So just imagine a central system in the company. Any company is going pretty fast or and in that central system, all your strategic priorities, all your cross-functional goals, all your initiatives are aligned tracked and achieved. And that is a system we are trying to create or we have build, which helps companies execute their strategy faster and get get better business results.

Wayne: Now, that, of course, sounds fabulous. Like all technology sounds fabulous because you're building it to solve a problem. And Lord knows misalignment is a problem as you roll it out in companies, especially remote first and hybrid companies, what are the misalignments? What are people missing out on that they need the help with?

Abhi: I think I think it's a great question and a lot of times people don't understand what exactly is misalignment. People think that a misalignment is all about a lot of leadership or the employees not knowing what our number one goal is. And I don't think that's true because a goal is usually a number. It could be a revenue, it could be a user margin.

It is generally a number and leaders make sure that they communicate that number so frequently that everybody knows you want to achieve hundred million dollars in revenue. We want to achieve 3.5% margin or we want to be on a team of 50 million monthly active users. That's very easy. I think the misalignment happens when people don't know what our focus is.

So if you and this is what I always to say to the founders that are top leadership in the middle of the night and ask them What are our top three priorities for this quarter? And see how they answer it and how misaligned they are, a lot of times you can come back and say, What are our leaders?

Our founders are misaligned, all while our one of our co-founders said this and we said this. So a lot of misalignment happens on what our focus or strategic priorities is and what is actually made. It really was is the whole pandemic and the remote one because no longer now employees are in the same room, they're working from home and misaligned is now more visible.

Wayne: And yeah, I think there's a couple of things that have happened. And you point out the pandemic. It's kind of the the watershed moment, right? There was the before times and now there's now there's now in the before times you had misalignment across teams, across functions. But I think with remote work, people become very focused on their nuclear team and rightly so.

Right. We're trying to get the team through this and stay in communication. But the cross-pollination with other departments and other teams doesn't happen the way it did when you had to look at each other in the cafeteria.

Abhi: Absolutely. Absolutely. And I think that the the place where we come in, which is to build that central system where across the line goals are tracked, it fragmented. I would say two things which change this. I mean, imagine maybe five or ten years ago and think of any company like that the bold tracking happens in silos. Every department has their own maybe a spreadsheet or a dashboard on a PPV and usually more where you can't find or go to a place where you see how stated goals are aligned with the product goals.

Our design goals are aligned, but it just doesn't happen now. Four things really changed. This one was this whole introduction to the framework of OKRs. You know, primarily invented by, of course, Andy Grove and Intel, but made famous by John Deere and Google. And then you see all these amazing hypergrowth startups like Spotify, Twitter, LinkedIn, adopting it, you know, and startups are usually at the forefront of adopting it because again, for them, execution is everything they have, everything right.

Wayne: OK, so for for the uninitiated, let's not we try on this show not to go down the jargon road. OKR stands for.

Abhi: OKRs are goals framework stands for objective and key result. So it's, it's, it's drastically different from the traditional goals like KPIs, which is key performance indicators or PR which is key results area. What ours make sure is that your goals also have strategy in it. So to give you an example that suppose you are a company who are at stage $10 million revenue and you want to in the next one year or two $20.5 million.

So you will put your number one company goals at $25 million revenue from current $10 million that's a typical KPI. OK got it what. OK and goes and says no that's not a great goal. The reason why that's not a great goal is because that doesn't answer the question how, how are you going to do that? What is it that you want to focus on which will help you achieve?

So primarily breaks the ball into two different pieces. One is the objective where do you want to go and what are your focus on strategy? Around it? So, you know, that could be like become the the most customer centric company in India or become the fastest stay CRM system. So it is your strategy, which is underline it could be anything for Amazon.

It's customer service for Google, it's innovation. What what they actually highlight is the focus OK? And that's make it really different. And then the result is just the number. How do you measure it? How do you know that you are going to go and achieve that? So again, it is it's a very famous very one of the fastest growing sort of framework.

Almost every company now from start ups to the Nike's and the IBMs and the, you know, cap Gemini of the world are adopting it. And that's what I see. So that was the sort of the first step towards building this growth aligned goal system. OK, but so.

Wayne: We're going to start I'm going to stop you there because that's fine at a high level. We're talking about strategies now we need to take it down to the managers.

Abhi: Yes. Yes.

Wayne: And so the company has goals and strategies and we've got stuff in place and now it's dropped in my lap as the manager. What I know that people box has the structure and the the ways of putting all this in, but it's always what problem are you trying to solve? Right. So what are managers and teams not doing?

They get in the way of executing that. Absolutely. And aligning it.

Abhi: I think you ask a really good question. What is the problem you're trying to solve? And ultimately, when you look at either the managers or the the leadership or the business heads that are going to try to solve what we call the class, the results and the retention, which is everybody is aligned from an employee to his or her manager to he's our manager to each other of the leadership.

They all want this do we want faster results? They want better retention. OK, well, when it comes to managers, you know, what are the challenges that they face in achieving better results? And retention? And the number one challenge that they face themselves is misalignment, all the employees aligned or our fear about how their work is aligned for the overall company purpose.

Are they all working towards what are the companies number one, focus on Friday, you know, and having that clarity is very important. When we run engagement surveys, one of the very important questions we ask is how happy are you working at the company or how motivated are you working under the manager they're a very high level question. But when you dig deep on why they are unhappy working with the company, the number one thing comes is the work God.

If they are not really clear about their role, they're not really clear about their job description. They're not really clear that they're really amazed by the company vision, what the company is doing, but they're not really clear that how the work, the day to day tasks that I am doing, how's that blind to the word confusion and that problem is solved.

If somehow you can build a system which makes sure that any employee, even an intelligent company, is able to align his or her work all the way to the company's strategic priorities or their overall mission. And that's the challenge we try to solve, and that helps manage it to a great level because that makes sure that we are all going in the same direction that the work doesn't happen in silos.

There's no chaos. And we all you know, while you are collaborating or while we are, you know, working in a unit, actually, we all are working towards the same people.

Wayne: So it makes perfect sense on some level. If, you know, I'm struggling to do this on my own, it makes sense that there is a structure and there are steps and procedures to help me do that. And and whenever a company puts in a tool like this, I have seen it time and time and time again. That everybody agrees this is a problem.

Everybody agrees that this would solve it, and they immediately fight the technology they immediately resist having to follow the procedures, even though what was happening before wasn't working. There is just something about codifying and making this that much of a process that seems to make people crazy. What has been people's experience? Not just with PeopleSoft, but you've been in this business a long time.

Why do you think there is that resistance and how does an organization overcome it? If they want people to use the darn thing?

Abhi: I think that's a wonderful question. And I agree with you that the one of the biggest challenge in software, and especially in software, would change if it's bring some sort of a change management is a huge resistance. And I think the only way to go and solve that resistance, if you understand that where that resistance coming from. And I just think our example, you want to build a system where all your cross functional goals which means your marketing, your company goals, your initiatives by the product and engineering that all at once.

OK now what does that mean? Does that mean that if I'm an engineer who is working in say to like JIRA or if I'm a sales guy who's working in a CRM system like a sales for the HubSpot are we going to double entries? I have to go in a built in Salesforce and then I have to go and do it in incentive system that just bad.

I mean, I would myself resist that because you are just increasing my job. Oh, and one of the major challenges happens when some of these software systems create more or heads and more work for the people, you know, just to solve a certain problem. And that has been our experience that if you ask people to do some things so that it solves a larger problem, you are sitting on a failure.

And what we try to do there is to make technology. Your friend and not the fool any more and say that is the best way to go and solve that problem is through some magically easy tracking of goals to deep integration. What that means is that imagine that you are a sales guy and you use sales force and you go and enter everything you know, all your ideas, all your leads or all your theories into the sales for the moment.

You do that through the integration, through an invisible software. The central system is automatically updated. That's a really, really welcome move because now I don't have to go and double one. And in fact, when I present to my leadership, I don't have to call people, so I don't download. I don't have to export something and pasted in a PDF or a spreadsheet.

I already have already made data available for me. So but the answer to this adoption or the resistance challenge is to how do you make it so magically easy for people to do their work and reduce the time? I give a very good example. Let's just take a simple example of business use in companies. Almost every company they go through this monthly business reviews on a quarterly business review, and that generally happens on PowerPoints, you know, parties and theme starts creating the people.

It is two weeks ago they have to put the narrative they have to put again, they have to go to different tools, take the screenshot, copy pasted, and many of the time when they present the data, it's obsolete. It's like one record, OK, and a lot of effort goes out. Intention is that how can we make this new or happen within hours and make the data really light?

So it sounds both the problem. It's not the leadership problem, but the data is naive and it tells the employees and the business heads or the managers problems that they don't have to work. And that's our way of solving and overcoming these challenges.

Wayne: So certainly having to stop the redundancy in the multiple thing, I mean, even even having multiple passwords to remember is enough to make people crazy.

So let's as as we get to the end of our chat here, talk to me about the two or three main behave was that if there was a system, obviously they should use minimal box, but assuming that they have some other system or there's something in place, what are the two or three behaviors that managers can change or perform that will help with alignment that maybe they aren't doing now?

Abhi: Yeah, I think I think the first thing that we have learned, and it's a very top down thing, I think I think managers have to have a certain constraint there because if from the leadership they don't have a way to align their cross-functional goals, there is very little managers can do. You know, if I'm a sales head and there is no way I can go and align my goals with the product team or with the design team or with the operation team, there is very little my sales manager or the product manager can do about it.

Wayne: And it's very natural and it's very natural then to control what you can control. Right. And the team becomes more insular and more nuclear.

Abhi: So so one of the things that we try and do is to go to the leadership or go to the business heads and say that OK, this is this this needs to start from you. When you set your goal to that are quarterly goals or semiannual goals and you've got to set it in a more aligned and collaborative and that results will be magical.

And then look at all the companies who have adopted opioids or any on any cross align frameworks. But once that happens, then it is so magically for the managers because now they have the visibility that just wasn't. I give a very simple example that is a problem in every company so salespeople in every company are dependent, acutely dependent on product.

They want a certain features because their customers or their leaders are asking. But they have no way to view what is the status of that particular feature. So you pick an example, let's suppose you are of your sales person in a software company and all your want to be customers are hot leads are asking for, say, Microsoft integration.

So you call a product manager and say, Hey, we need that environment. You say, OK, we already have it in the roadmap well, there's no way for you to know what is the status of that because that project is being run in Dev Toolset JIRA or Microsoft Azure, which as a sales guy I don't have access to, you know, so the only option now I have is to keep calling the manager, keep calling the engineers and say, Hey, what's the status?

And if for some reason, if this is delayed, there's no way for sales guy to know. And I keep promising people it's going to come in, bite me back very bad. Now, the best impact of this central system, Federal Budget Alliance, is that I as a sales guy, can go and see everything, whatever happening in any department without even me having an nexus and that creates this unbelievable visibility and focus so that we all go into the same direction.

OK, so as a manager, because I have this system I'm now no longer working in Silo, the collaboration improves, the alignment improves, and that obviously makes sure that there is focus and everybody goes into the same direction nor does that just imagine I as a manager, when I do my one on one, I have a clear eye. And on all the goals, you know, how they are aligned.

What are the red flags that these flags are coming from? They may be coming from different departments. When we are doing our performance review, we are goes out of the center of it. So any system that holds as an input performance reviews, incentive management, rewards management one on one, you now have that system on a platter. You don't have to follow up people who update your goals, update the progress that system is already made.

So as a manager, my job to become very easy as an H.R. My jobs become very easy.

Wayne: Well, and of course, one of the problems with goals is that because we aren't looking at them, we don't have a simple way to check them. Right. It tends to get lost in the conversation of just the regular one on ones. And the larger goals often don't get covered. Abhi, I can't thank you enough. This has been really, really eye opening.

I mean, first of all, the whole problem of alignment. And then second of all, why people resist tools that could help, i think is is just worthy of raising the issue. If nothing else. Thank you very much. We are going to have links to Peoplebox and to your contact and all that sort of thing on our website and on the show notes.

If you go to long distance work life.com, you will find all of this. We will have links to Peoplebox and to Abhi. Thank you for listening to the Long-Distance Worklife. If you have questions, comments, vicious personal attacks, but especially questions we urge you. We have a spot on our website. Get your questions in and we will answer them in one of our Q&A sessions like we're going to have next week with Marisa you know the deal.

If you listen to podcasts, please like and subscribe tell people about it. We really, really want others to hear these really good conversations. And of course you can reach me Wayne@KevinEikenberry.com or Marisa@KevinEikenberry.com and all of our episodes are available on long distance work life dot com. On behalf of Marisa, on behalf of Abhi Chugh thank you.

Thank you for joining us and we hope to see you on the next episode of the long distance work life.


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Guests, Surviving Remote Work, Working Remotely

How to Build a Digital Nomad Dream with Angie Thompson

Have you ever dreamed of being a digital nomad but felt like it was unattainable? It's not always lazing by the pool and soaking up the sun in Bali. Wayne interviews Kevin Eikenberry Group teammate, Angie Thompson, who has been traveling with her husband in an RV fulltime since 2019. They talk about what led to the decision to become a digital nomad, some of the concerns that had to be discussed with her boss, as well as her advice to those who would like to pursue being a digital nomad themselves. 

Question of the Week:

What are the things you would tell someone who would like to be a digital nomad?

Additional Resources 

Free Video Series!

Join us for a powerful, 4-part video series titled, Demystifying Remote Leadership. You will learn how to create solid working relationships in a virtual team with more confidence and less stress!

Transcript

Wayne Turmel: Hi everybody. Welcome to another episode of The Long-Distance Worklife Podcast. This is the show where we talk about remote work, technology, leadership, and just generally surviving and keeping the weasels at bay in the world of remote and hybrid work. I do not have Marisa with me today for those of you who worry about such things. I have a really fun interview planned with another member of our Kevin Eikenberry team.


And here's what's going on. Angie, first of all, say hi.

Angie Thompson: Hi.

Wayne: OK, I'll explain who Angie is in just a moment. One of the trending topics, if you will, in remote work is the idea of being a digital nomad. This idea that you "have laptop will travel." And if you look on LinkedIn or you look on the various websites, it's all really hip young people living on the Costa del Sol or Costa Rica or Bali or something.

And it's incredibly hip and glamorous And when you start having that discussion for mere mortals like you and me, it feels not terribly realistic. This is where Angie comes in. Angie has worked with the Kevin Eikenberry Group forever. And why don't you tell them what it is that you do for the team.

Angie: Well, that's probably the hardest question you're going to ask me all day.

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Wayne: You're right.

Angie: I have an official title. There's my cat in the background. I have official title of director of process engagement. And what that means is I build process automation to manage our clients, both our clients and our team members. So I help our clients get connected to what they need online, and I help our team members stay connected to our clients with digital information, database management, that kind of thing.

Wayne: Now, first of all, she has been doing this for a very long time and extremely well. But the important thing is about a year and a half, two years ago, you made the decision, which shocked the heck out of everybody, given the job that you do, which sounds very much like you should be holed up somewhere in a secure facility or maybe even in the office with access to the boss.

But you decided to do something two years ago and tell everybody what you did.

Angie: So it was kind of a strange convergence of events, and it all actually came together at the same time, which was odd. My husband and I first of all, I am not a camper. I don't like the outside. I don't like bugs. But my husband and I decided we wanted to maybe think about RVing and we bought an RV and did the weekend warrior thing and absolutely loved it.


And then we started following all these people on YouTube who live in their RV full time and they travel around full time. And boy, wouldn't that be great? What an exciting life. And I don't know how we would ever do that. And in 2018, the 2018-2019, basically school year we were empty nesters. We had two kids at college, one a senior and one freshman and loved it.

Some people hate being empty nesters and we just really kind of found our groove and really enjoyed it. And then that oldest child graduated and moved back home.

Wayne: As, as one does.

Angie: You know. Yeah. And, and I love her, love her to death but we kind of got used to in that short year being empty nesters. And the more we watched the YouTube stars that were doing it all the time, you know, the bigger the dream became. And all the while in the background was the memory that in

February 17th of 2006. My dad retired at age 59 from his coat and tie sales job. Didn't have to work, but was planning on learning some woodworking skills. He found a handyman he was going to work with and redo doors and window frames and maybe make some furniture like he was going to dig in with his hands and really enjoy it.

February 17th, 2007. My dad passed away after fighting stomach cancer for ten months. He and my mom had planned for a great retirement and saved and they'd been really smart and the thing that they couldn't account for and save up was time and since then, that's just been brewing in the back of my mind of why put it off?

What can I do to make sure that that doesn't happen to me? My mom a few years later was diagnosed with Alzheimer's, and she's now in an assisted living facility, and has to have help caring for herself. So neither of them got to live their retirement dream of what a great life it was going to be once you didn't have to work anymore.

And they saved the money. And, you know, there were a lot of things they went without so that they could save the money for retirement. And then they didn't get any. And so my husband and I kind of looked at each other and said, "You know what, 'traveling around in an RV is something retired people do.' Is a load hogwash! Let's just do it." You know, why not?


So we we did a lot of research and we did a lot of planning. And three days after Christmas in 2019, we left our house in central Indiana. And in the terrific care of my daughter and her then boyfriend who is now her husband, they rent our house that's one of the things that full time RVers struggle with.

How do you afford both kinds of things? Well, that's how we afforded it because our daughter and son in law are paying rent now.

Wayne: One of the other ways that you've afforded it is that you kept your job, which, as I say, is central to this organization. I am not kidding when I say Angie is largely the glue that keeps us functioning as an organization. So you're very tight. You have your finger on a lot of buttons that are important to me.

I have to be. But seriously, I know how seriously you take your job. So what were the things that you were concerned about? First of all, in thinking about doing the job you do, which is very connection heavy with being this gad about RVer.

Angie: Oh, it's entirely connection heavy. There's nothing I can do with my job that doesn't require an Internet connection. So that was the first thing prior to actually going on the road. I had worked basically from home for Kevin for ten years, so I already knew that I could do my job anywhere. I wanted to. And we had actually tried a couple of trips where I didn't take the full week off.

We went to Pigeon Forge or someplace, and I worked a few days and I took a few days off and we adventured in the evening, and my husband kind of sat out by the campfire and just enjoyed his days in the peace and quiet. And so we had done a little bit of remote working from the RV, but the, the the biggest single unknown factor is the Internet connectivity.

A lot of parks have free Wi-Fi, but it's not very good. It's not very strong it's not very reliable. And so we prior to even doing this, that was one of the very first things we researched. OK, how's the best way to get a consistent Wi-Fi connection? That's just hot spotting from your phone because everybody knows that's going to run out eventually, you're going to get either cut off on your data or throttled.

Wayne: OK, so that's the WiFi connection.


Yeah, the Wi-Fi connection is part of it. Now you have to go in and you are blessed in that. Kevin, besides being a fine boss in general, you know, we literally wrote the book on remote work. So you know, he was predisposed, I'm sure. But how did that conversation go? What were your concerns? What were his concerns? How did that talk go?

Angie: Well. I did the best I could to try and pre think, what are all questions that are going to come up? What will be his concerns and how can I address them? How many of these can I address in advance? And and basically presold and when I Kevin and I have the great relationship that's not superior subordinate I'm not exactly an equal peer but he doesn't treat me like, you know, a slave in the galley. There's respect and there's consideration and he's known for a long time- I mean I started working for him shortly after my dad passed away.

So he's known all about how my life has progressed. And we've had personal conversations about things going on in each other's lives. And so we're kind of on that level. To be honest with you, I didn't ask for permission. I said, "Here's what we're thinking about doing and here are the challenges that it could create. And here's how I think I can solve the ones I've come up with. And what do you think?"

Wayne: Give me an example of one or two problems that you had to kind of preemptively address in order to make him feel better?

Angie: Well, I did have to. I mean, of course, the connectivity was an issue, like if I can't get on the Internet, I can't do anything. We long before that had centralized file storage on Google, on Google Drive. So all my files, all of all of any of the work that I would be doing is accessible by anybody else at any given time.

We had also long before that implemented Slack. So we had a lot of communication techniques in place standards because almost all of our team is remote anyway. They're not on the road they're in their houses. But almost all of our team works from home at some point, most of them. Right? So we already had established when do you tell people that you're not available?

How do you do that? Do you email them? Do you slack them? Do you call them? When were we going to travel what if what if we were actually traveling on a workday? And how was that going to work out?

And I quite honestly said it's going to take some more diligent communication on my part to tell the team when I am and am not available. And it's going to take some more diligent reading of those notices on their part to know and that's, you know, just some of the stuff that probably right now the single biggest issue I still have is that because of my Internet connection, it is cellular based, but it's not a cell phone.

It's a cellular based router. I still don't get great bandwidth to move large files. So our other tech expert, Marisa, your co-host, when I need to move a large video, she helps me out. Moves the large video, and it's done in 5 minutes when it would take me 3 hours to download it and re-upload it to wherever I need to be.

That's the only so far, knock on wood, the only place I really need assistance still from somebody who's land based.

Wayne: So let's talk about working with the team. Has there been an appreciable change in how you work with all of us? I mean, I'm always an idiot, so I still need help, and I still need you know, what I send up a flare, I need to find you. But has there been an adjustment in how you work with everybody else?

Angie: Well, I don't think so. You'd have you might want to ask some of my teammates. I mean, maybe you could chime in on whether or not it's changed anything. But again, because we're we're almost all remote and hardly ever down the hall from each other, co-located, as we say, communication always, almost always starts with a slack message, an email, a text message, a phone call, just normally.

So whether I was slacking from home or slacking from my RV, you can see I'm in my RV right now.

Kind of didn't matter. I don't think.

Wayne: Now, there were some prosaic things that have to happen when we talked to Laurel for a couple of weeks ago, she was talking about the fact that there is a lot of paperwork and, you know, tech stuff and things that need to be figured out. If people are mobile, you basically have a state of residence, right? Or you're still listed as an Indiana resident? OK, so for tax purposes.

Angie: I'm registered in Indiana. I still own property in Indiana. But you might my kids are just paying their money to me. They're not they're not they haven't taken over my mortgage. I haven't sold their house. Sold my house. So I'm still a property owner and registered to vote. And my mailing address is Indiana and all that.

Wayne: Well, I think, you know, the important thing for those listening is it's not just, oh, I'm going to pick up stakes and get a check. There is some paperwork. There are some things. Right. You're an Indiana resident. I'm a Nevada resident. Regardless of where our butts are at any given moment, there's some very prosaic paperwork needs to go on in order to make this a win win and not put a burden on the company. From that.

Angie: So we've been relatively paperless for a really long time because of the inherent remote nature of our team. Anything, it didn't make sense to have papers to pass around. That's why we have Google Drive to be able to pass files back and forth. And, you know, at the end of the year, when Kevin does my W-2, I can just download it.

Wayne: So Angie gets to take somebody by the shoulder who is thinking about becoming a digital nomad, and you get to have the heart to heart with them. There may or may not be a beverage involved in that conversation. What do you tell people thinking about this besides, you know, make sure you have an Internet connection? What are the things about structuring your time, about focusing your work?

What are the things you want to tell people who are thinking about doing this?

Angie: The first thing I would say is that it's absolutely doable.

And it's not without its challenges. It's I can't just you know, we're in Tampa right now. I can't just it's I can't just pick up on a Thursday afternoon and go to the beach. I have to work. I can't just suddenly decide, hey, we're going to up and move to, you know, Fort Myers today. Let's go. Nope. Got to work.

Thanks. So, you know, there's it's not as carefree and randomly nomadic as you see some of the people on YouTube who I don't know how they afford it. I don't know when they work. They don't really show that part, but they seem to just be on the go all day, every day, wherever they want to go. I'm sure that's because that's the part they want you to see on YouTube.

I don't really have that all that freedom, but I would say do your research try and pre anticipate what what kinds of issues might come up. When we were getting ready and we were, you know, thinking about what we were going to do with a I prepared an entire folder that is now our office that's got our birth certificates, our Social Security numbers, our Social Security cards, all of our insurance information, like all of the things that you keep in your file cabinet at home for important stuff.

I have it with us just in case. I haven't needed it, but I have it and I don't have to worry about how am I going to get that if I need my Social Security card for something, who knows? So but it's it's the biggest thing for me is just don't don't put off life or your job. I love my job.

I love working for Kevin. I love what I do and I'm loving my life outside of work so much more now than I did. And I didn't dislike it before. I just like it that much more now.

Wayne: I think that's a great place to leave it. I mean, as remote work and hybrid work becomes more common and people have had a couple of years of enforced quiet to think about what they want to do, let's not underplay the role that covered and all the changes have played in that people are doing the kind of math in their head that you've done.

And I want to thank you for coming on and not doing the glamorous, you know, sitting in Bali by the pool version of what it takes to make this work and we do make it work. So I want to thank you very, very much. Angie Thompson is part of our team here at Kevin Eikenberry. Group. Thank you for listening.

Those of you who are listening to the Long-Distance Worklife Podcast, you can find transcriptions, links, all of that good stuff. We'll also get a couple of our favorite videos and put links to those on our website. So visit us at longdistanceworklife.com if you want to.

Angie: You can follow us on YouTube and you can follow us on YouTube, Facebook and Instagram. Empty Nest Roadshow.

Wayne: There you go. There will be links to that. I guarantee it. If you have a question, a comment, a vicious personal attack you can reach Marisa and I. Wayne@KevinEikenberry.com Marisa@KevinEikenberry.com. You're a podcast listener. You know the drill like subscribe, tell your friends, blah, blah, blah. I want to thank Angie for sharing her story with us.

I want to thank you for sharing the last 18 minutes or so with us. And please, please, please let us know how we can help keep the weasels at bay. Have a great day. We'll see you next show.

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